Assembly Meeting Wednesday 22nd November 2023 OPEN

Assembly Meeting Wednesday 22

November 2023 OPEN BUSINESS

Assembly Meeting

To be held at 9.00 am to 16.15 pm on Wednesday 22

November 2023

Agenda - Open Business

1. Welcome to Assembly members & apologies for absence 9.00

2. Items for Noting 9.00 – 9.05

Members are advised that no discussion will be held on these items at the meeting

unless a member notifies the President 48 hours in advance of the meeting of any point

they wish to raise

a) Code of Conduct & Remit of Assembly and COG

b) Declarations of interest

c) Minutes of the Open Business Assembly Meeting 11

/12

July (to note and approve)

d) National Pharmacy Board Reports

e) President’s Report

f) Treasurer’s Report

2023 Education & Standards Committee Annual Report & minutes of Committee 18

October

h) 2023 Science & Research Committee Annual Report - minutes of the Committee 9

November to follow as late paper

i) 2023 Panel of Fellows Annual Report & to note process for National Honours

j) 2023 Membership Committee Annual Report

k) 2023 CPA Annual Report

l) 2023 Health & Safety Annual Report

m) 2024 Effective Dates

n) FIP update

o) Inclusion & Diversity update

3. Matters arising from the Open Business minutes not specifically included in the

agenda

a) EDI Strategy 9.05 – 10.05

To note the EDI Strategy update

People Team

b) PJ User Experience 10.05 – 10.25

To receive a verbal update

PJ Publisher

4. CEO’s Report 10.25 – 10.40

To receive a verbal report

Chief Executive

BREAK 10.40 – 10.45

5. Future Professional Leadership 10.45 – 11.05

To receive a verbal update

Chief Executive/President

Assembly Meeting Wednesday 22

November 2023 OPEN BUSINESS

6. Constitution & Governance Review 11.05 – 11.35

To receive a verbal update

Chief Executive/President

7. 2024 Election Scheme 11.35 – 12.05

To note and adopt

8. Any other business 12.05 – 12.15

Any other items of business to be notified to the President 48 hours before the

meeting

a) ESC recommendation re Faculty scheme

9. Date of next meeting 12.15

To note the date of the Assembly Working Day 26

March and Assembly Meeting 27

March 2024

LUNCH 12.15 – 13.00

Assembly Meeting 22

November 2023 23/11/ASB/02a – Open

Title

Code of Conduct & Remit of Assembly

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Director responsible

Alison Douglas

[email protected]

Governance Manager

Paul Bennett

Purpose of item

(for noting/discussion/

decision/approval)

For noting

Item Summary

Members are reminded of the Code of

Conduct for Members of the Society

Members are also reminded of the remit and

powers of the Assembly.

Related Risk Register item (where applicable)

n/a

Related RPS Strategy item (where applicable)

2 – We will be the professional voice of

pharmacy

Actions/decisions required of the Assembly

To note

23/11/ASB/02a

ROLE OF ASSEMBLY

(Regulations)

4.0 ASSEMBLY

4.1 Function

The Assembly is the governing body of the Society. Its overarching purpose is to ensure that the

Society is led and governed effectively in pursuit of its Charter objectives, and to provide full

fiduciary oversight and budgetary control. It maintains the overall strategic direction on all GB-wide

issues and is responsible for the sound financial management of the Society.

Its main tasks are to:

• agree the values, tone and ethos of the Society

• enhance and protect the reputation of the Society and the profession

• agree the overall strategic direction and top level objectives of the Society, including

European and other international dimensions

• allocate resources

• delegate authority to other governance bodies

• appoint, direct and set broad objectives for the Chief Executive

• monitor performance of Chief Executive and ensure conformance

• account to the membership

• oversee membership critical issues

ROLE OF CHAIRS & OFFICERS’ GROUP

(Regulations Appendix H)

The Chairs’ and Officers’ Group (COG) exists to provide a mechanism for making decisions on major

issues on behalf of the Assembly that require urgent action and that do not fall within the delegated

authorities of other governance bodies with appropriate meeting dates and cannot wait for a

decision at the next Assembly meeting.

COG is authorised by Assembly to:

• appoint the Chair and members of the Audit and Risk Committee

• deal with issues arising which require an urgent response that do not fall within the delegated

authorities of other governance bodies. Where this concerns new policy, actions would be

subsequently ratified by the Assembly as appropriate

• deal with any specific matters delegated by the Assembly

Any actions/decisions agreed by COG should be communicated immediately to the members of the

Assembly, unless precluded from doing so by confidentiality. Minutes of meetings will be included in

the confidential business of the next Assembly meeting and any decisions that need to be ratified by

Assembly members will be done so at that time.

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CODE OF CONDUCT FOR MEMBERS OF THE SOCIETY

(Regulations)

APPENDIX A - CODE OF CONDUCT

Assembly may create, and from time to time amend or rescind, a Code of Conduct to be observed by

all members of the Society. Breaches of the Code may, upon proper investigation under the process

set out in the appropriate Regulations, lead to a Disciplinary Panel hearing which may, in turn,

depending on the nature of the breach, ultimately lead to expulsion from the Society.

a) All Members

Being a member of the RPS is a mark of professionalism and members, as ambassadors of the

Society, should do nothing that might detract from the high standing of the profession. This includes

any aspect of a member’s personal conduct which could have a negative impact upon the

profession. On admission to, and annually on renewal of membership, all members must therefore:

• be in good standing professionally, including with the Society and any other professional

body or regulator of which they are a member or registrant

• conduct themselves in a manner that upholds and enhances the reputation of the Society

• further the interests of and maintain the dignity and welfare of the Society and the

profession

• exercise their professional skills and judgement to the best of their ability, discharge their

professional responsibilities with integrity and do all in their power to ensure that their

professional activities do not put the health and safety of others at risk

• when called upon to give a professional opinion, do so with objectivity and reliability

• be truthful and honest in dealings with clients, colleagues, other professionals and all they

come into contact with in the course of their duties

• never engage in any activity that will impair the dignity, reputation or welfare of the Society,

fellow members or their profession

• never knowingly engage in any corrupt or unethical practice

• not implicate the Society, through direct reference or use of membership status, in any

statement that may be construed as defamatory, discriminatory, libellous, offensive,

slanderous, subversive or otherwise damaging to the Society

• if convicted of a criminal or civil offence anywhere in the world inform the Society promptly,

and provide such information concerning the conviction as the Institution may require. NB-

this does not included Fixed Penalty Notice offences.

• observe the Policies of the Society

• comply with the Society’s Regulations and all applicable laws

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Conduct

If a member generally becomes aware of, or has reasonable grounds for believing, that another

member is engaged in or has engaged in conduct which is in breach of the Regulations and/or Code

of Conduct of the Society, they shall inform the Society in writing of that belief, but shall not

maliciously or recklessly injure or attempt to injure, directly or indirectly, the reputation, practice,

employment or livelihood of another member.

Complaints about the professional practice, performance or conduct of a member should be

referred to the General Pharmaceutical Council, and any action by the Society may be postponed

until the outcome of the Council’s proceedings is known.

If the complaint is summarily dismissed by the General Pharmaceutical Council, the procedures set

out in the Conduct Scheme for Members will be followed.

If the complaint is the subject of proceedings before a court or other regulatory authority, any action

by the Society shall be postponed until the outcome of those proceedings is known, but is not

obliged to do so. The Society is entitled to conduct its own investigations and implement its own

decisions in accordance with the Society’s Regulations and conduct procedures independently from

the General Pharmaceutical Council, courts or any other authority.

In exceptional circumstances, the Society may take action in advance of a decision of a court or

regulatory authority, in which case the complaint shall be referred to the Chairman of the

Membership Committee, and the procedures set out in the Conduct Scheme for Members will be

followed.

Bullying or harassment

The Society aims to create an environment which respects the dignity of all individuals, including but

not limited to individuals who are Members, members or employees, those who provide services to

the Society or conduct business on behalf of the Society or who come into contact with anyone

connected to the Society.

Bullying, harassment, or victimisation of any will not be tolerated.

Bullying is offensive, intimidating, malicious or insulting behaviour, and/or misuse or an abuse or

misuse of power that is meant to undermine, humiliate or injure the person on the receiving end.

Harassment is any unwanted physical, verbal or non-verbal conduct which has the purpose of

violating another person’s dignity or creating an intimidating, hostile, degrading, humiliating or

offensive environment for another person, or is reasonably considered by that person to have the

effect of violating their dignity or creating such an environment, even if this effect was not intended

by the person responsible for the conduct. A single incident or a pattern of multiple incidents of this

type of behaviour can amount to harassment and/or bullying. It also includes treating someone less

favourably because they have submitted or refused to submit to such behaviour in the past.

Any of these behaviours will always be viewed extremely seriously and may result in disciplinary

action being taken including, or where appropriate, summary dismissal, removal from office,

termination of a contract to provide services or membership of the Society.

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b) Additional Code for Governance Body Members

In addition to observing the Code of Conduct for Members of the Society, members elected or

appointed to the Assembly, National Pharmacy Boards or any other governance body reporting to

the Assembly shall:

• observe the Code of Conduct for Governance Body Members

• act collectively in discharging the functions of the relevant governance body, abiding by and

supporting any decisions made

• respect the skills, roles and dignity of staff and other members participating in governance

• not exploit their position as a member of a governance body for personal or business gain,

financial or otherwise

Duties

All Assembly/Board members and other governance body members are expected to perform their

duties (whether statutory, fiduciary or common law) faithfully, diligently and to a standard

commensurate with the functions of the role and their knowledge, skills and experience. They shall

also have regard to the general duties of directors including the duty to act, in good faith, in such a

way that promotes the success of the Society for the benefit of its members as a whole.

Governance body members shall take due note of any legal advice provided to the Society. Although

the ultimate decision in a matter will rest with the relevant governance body or post holder, such a

decision should be informed by the legal advice provided to the Society and not taken unilaterally.

Assembly and Board Members are not authorised on behalf of the Society to enter into any

legal agreements or other commitments or contracts on behalf of the Society. Only in

exceptional circumstances should an elected member be specifically authorised to sign an

agreement on the Society’s behalf, and in those circumstances instructions should be

provided by the Chief Executive to the Society’s Legal team.

Collegiality

Any governance body member, whether they dissent, abstain or are absent from the making of a

decision by the relevant governance body, accepts the majority decision and is bound by it.

Decisions taken collectively by any committee/group/governing body of which the member is a part

must be fully respected and the principle of “collective responsibility” for such decisions observed. A

governance body member can require their dissention to be recorded, but this does not absolve

them from collective responsibility.

Although governance body members may legitimately disagree with the Society leadership,

direction, policy and decision-making, any comments made about such policies/decisions should be

made in a way which makes it clear that they are the member’s personal views and not be made in

such a manner as to bring the reputation of the Society into disrepute.

If, after weighing carefully the potential effects on the Society’s wider objectives and reputation, a

governance body member considers that a matter is of such importance that they feel compelled

publicly to oppose a decision of the particular governance body, the member should if possible

inform the relevant Chair, or in the case of a Board Chair, the President, in advance. If this is not

possible the relevant Chair , or in the case of a Board Chair, the President, should be informed as

soon as possible after. The governance body member may then express their personal views on the

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matter but, in so doing, must first explain the relevant governance body’s policy and the reason(s)

for the governance body arriving at this policy.

It is acceptable for a member to dissent from a governance body decision from a moral/conscience

perspective but they should fully explain the reasons for doing so to the Assembly.

Confidentiality

Governance members agree to keep all Confidential Information confidential and not to use or

disclose it, or make any statement which might risk the disclosure of confidential information, except

as authorised or required in connection with their appointment and to use their best endeavours to

prevent the use or disclosure of it by any other person. This restriction will cease to apply to

information which becomes public knowledge otherwise than through any unauthorised disclosure or

other breach.

Governance members accept that, with the exception of personal journals or diaries, all confidential

records in any medium (whether written, computer readable or otherwise) including accounts,

documents, drawings and private notes about the Society and its activities and all copies and extracts

of them made or acquired in the course of their appointment will be:

• the Society 's property

• used for the Society 's purpose only

• returned to the Society at any time on demand

• returned to the Society or destroyed without demand upon the termination of your

appointment

The Society makes no claim to personal journals or diaries, however members agree to safeguard,

using reasonable security measures, any personal journal or diary that contains sensitive or

confidential Society information. Members further guarantee that upon the termination of their

appointment, they will redact any highly sensitive data that may be recorded in any personal journal

or diary. The Society accepts this personal guarantee on an honour basis, made in good faith, and will

not seek at any time to see an individual’s personal journal or diary.

‘Confidential Information’ means information (in whatever form and howsoever held) relating to the

business, products, affairs and finances of the Society or of any Group Company or joint venture for

the time being confidential to it or to them, and trade secrets (including, without limitation, technical

data and know-how) relating to the business of the Society or of any Group Company or joint venture

or of any of its or their suppliers, clients or customers including in particular (by way of example only

and without limitation):

• terms of business with clients/customers and prices charged

• the identity of the Society or any Group Company's clients/customers and members

• the subscriber database

• specific contact details and terms of business with clients, customers, their requirements

and prices charged

• draft publications and publications

• business plans, strategies (including pricing strategies) marketing plans and sales forecasts

• confidential management and financial information and data, results and forecasts

(including draft, provisional and final figures), including dividend information, turnover

and stock levels, profits and profit margins

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• confidential financial information and data relating to the Society’s and any Group

Company's clients/customers

• information relating to industry knowledge and research, research activities, inventions,

secret processes, designs, formulae and product lines

• any information which is treated as confidential or which you are told or ought reasonably

to know is confidential

• any information which has been given to the Society or any Group Company in confidence

by members, customers, clients, suppliers or other persons, or that you created,

developed, received or obtained in connection with your providing the services, whether

or not such information (if in anything other than oral form) is marked confidential

This shall not prevent any individual from disclosing information which they are entitled to disclose

under the Public Interest Disclosure Act 1998, provided that the disclosure is made in accordance with

the provisions of that Act.

Intellectual Property

Governance Members agree to promptly disclose to the Society all work and all Intellectual

Property arising from any Work provided by them.

Governance Members agree to assign (by way of present and future assignment) with full title

guarantee all Intellectual Property in any Work to the Society (or any Group Company designated

by the Society) including (with effect from their creation) all future rights and waive such rights

(including moral rights) as are not capable of being assigned.

Governance Members will at the request and reasonable expense of the Society:

•

supply all information, data, drawings, software or other materials and assistance as may

be required to enable the Society (or any Group Company) to fully exploit any Intellectual

Property and Work to its best advantage as determined by the Society

•

execute all documents and do all things necessary or desirable to vest ownership of

Intellectual Property in any Work or otherwise belonging to the Society in the Society (or

any Group Company) and/or to obtain patent or other protection for the Intellectual

Property in such parts of the world as the Society (or any Group Company) may specify.

‘Intellectual Property’ means copyright, rights in inventions, patents, know-how, trade secrets,

trademarks and trade names, service marks, design rights, rights in get-up, database rights and

rights in data, semiconductor chip topography rights, mask works, utility models, domain names

and all similar rights and, in each case: (i) whether registered or not, (ii) including any applications

to protect or register such rights, (iii) including all renewals and extensions of such rights or

applications, (iv) whether vested, contingent or future and (v) wherever existing;

‘Work’ means any information, data, drawings, software or other materials or work created or

provided by you (either alone or jointly with others) arising from this Agreement or any duties

assigned to you by the Society (or any Group Company).

Return of RPS Property

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At the end of their term of office, however arising, or at any time at the Society's request, governance

members shall immediately return to the Society or destroy all documents, records, papers or other

property belonging to the Society or any Group Company which may be in their possession or under

their control, and which relate in any way to the Society's or of any Group Company or joint venture

or any of its associations business affairs and shall not retain any copies thereof. This requirement

shall not apply to a single copy of confidential information kept for legal, accounting or professional

purposes which members warrant to keep secure in exchange for reasonable personal use. Members

may be asked to certify in writing that they have complied with these requirements.

Conduct

A member of a governance body must inform the Chief Executive if he/she is subject to proceedings

(but excluding any preliminary investigations) before a regulatory or licensing body, or has been

charged with any criminal offence.

Where a member is subject to such proceedings or has been charged with any criminal offence the

Chief Executive will put to the Assembly a resolution calling for the suspension of that member from

office and from any governance body pending the outcome of the proceedings against the member

under the relevant procedures in the Regulations and Conduct Scheme for Members. If the

conclusion/outcome of the proceedings is that the member is not guilty of charges against him a

resolution will be put to the Assembly for the suspension from office or governance to be lifted with

immediate effect.

Where a member has been convicted of an offence which may be relevant to his membership of a

governance body, then the matter will be referred to the Assembly who will deal with the matter in

accordance with the relevant procedures as set out in the Regulations.

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23/11/ASB/02b - Open

Assembly Meeting November 2023

DECLARATION OF INTERESTS

Claire Anderson

• Professor of Social Pharmacy, School of Pharmacy, University of Nottingham

• Trustee Commonwealth Pharmacy Association

Andrew Carruthers

• Clinical Quality Lead, Scottish Ambulance Service

• Chair, RPS Scottish Pharmacy Board

• RPS CPCS Chair

• Self-employed, community locum pharmacist

Ciara Duffy

• Quality Manager/Qualified Person at Novartis

• Directorship - Duffy Quality Pharma Consulting

• Sister – National Lead Pharmacist Interface

• Sister – HSE Pharmacist

• Brother in law – Regulatory Pharmacist Uniphar

Ruth Edwards

• University of Wolverhampton – substantive employment

• Associate & Accreditation Team Leader – GPhC

• Pharmaceutical Press Author

• Royal College of Surgeons, Ireland – external examiner

• PDA member

Thorrun Govind

• Healthcare Advisory Solicitor- Hempsons

• Locum Pharmacist-various pharmacies

• Pharmthorrun Ltd

• Pharmacist – Boots

• ProperG Ltd

• PDA indemnity

• Brother- Superintendent Pharmacist

• Father- Pharmacy Director

• Contribute to media - press/tv

• Consultancy work with companies eg Haleon

• Commonwealth Pharmacy Association- Representative for RPharms

• Member of the Law Society

• Adviser at iEthico

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23/11/ASB/02b - Open

Brendon Jiang

• Senior Clinical Pharmacist, NORA PCN

• Primary Care Network Clinical Lead Pharmacist for Oxfordshire, OCCG/BOB ICS

• Medicines and Prescribing Associate, NICE

• Committee member of the Primary Care Pharmacy Association

• Member of the Guild of Healthcare Pharmacists

• Superintendent pharmacist of Wychwood Pharmacy.

• Consultancy on pharmacy development– Oxfordshire Training Hub.

• Member Unite Union

• Consultancy work for Haleon

Alisdair Jones

• Employee of Kent Community Health NHS Foundation Trust

• Locum Pharmacist (Various)

• Treasurer, PDA Union

• Member, PCPA

• Partner works for Kent & Medway NHS Partnership Trust

Sorbi Khattak

● Sister - Doctor - Obstetrics and gynecology SpR, PhD

● Sister - Doctor - Cardiology SpR

● Brother in Law - Anesthetics SpR

● Brother in Law - GP & Sports Medicine SpR

● Ambassador - Business & Dreams UK/Sweden

● Hourly-paid teaching fellow - University of Portsmouth

● Early careers group advisor - University College London

● Skincare scientists - co-founder (blog and non-profit consultancy)

● Limited company locum/aesthetic pharmacist director - Sorbi London Ltd

● BySorbiClinic - aesthetic pharmacist clinic (future business under Sorbi London Ltd)

● NovaTalent - Member

● Ad-hoc consultancy

● Mentor - Girls’ Day School Trust (GDST)

● Personal Blog(s) - ad-hoc (partnerships and non-profit)

Geraldine McCaffrey

• Principal Pharmacist at Betsi Cadwaladr University Health Board

• Member of the Delivery Board for Pharmacy: Delivering a Healthier Wales

• Vice Chair, Pharmacy Research Wales Group

• Member, National Pharmacogenomics Group (Wales)

• Member of Unite/Guild of Hospital Pharmacists

• Member of UKCPA

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23/11/ASB/02b - Open

Gino Martini

• PHTA Ltd – main employer

• GPhC – Team Member Accreditation Programme

• Leucillin Advisor – stabilised hypochlorous acid provider

• Director, PHTA Ltd

• Director, Lakes Biosciences Ltd

• Director, Lupa Medical Ltd

• Visiting Professor at King’s College London, Anglia Ruskin, Reading and Bradford

• Honorary Professor at University of Birmingham

• Court Member of the Worshipful Society if Apothecaries

• was on the working group for the UK Commission for the Profession of Pharmacy

Erutase Oputu

• NHS Kent & Medway ICB

• Member of UK Black Pharmacists Association

• Member of UK Clinical Pharmacists Association

• Member of the Guild of Healthcare Pharmacists

• Pharmacy Research UK Trustee

• Knockholt Mansions Residents’ Trustee

• Member of Inclusive Pharmacy Practice Advisory Board, NHS England

• Brother works at Astra Zeneca PLC

Lynne Smith

•

Royal College of Anaesthetics: Lay Member of Anaesthesia Clinical Services Accreditation

Team and lay member of committees and groups including the Intercollegiate Advisory

Committee in Dentistry

•

Health Care Professions Council: lay member of Fitness to Practice Panels

•

Volunteer and mentor for schools programme for an international development charity

Audrey Thompson

•

NHS Greater Glasgow & Clyde

•

Member Scottish Practice Pharmacist and Prescribing Advisers’ Leadershipgroup 2015 -

present

•

Member of Unite

Cheryl Way

• International Pharmaceutical Federation

• Guild of Healthcare Pharmacists

• UK Faculty of Clinical Informatics

• Member Pharmacy: Delivering a Healthier Wales Delivery Board

• Digital Health & Care Wales

• Member, Hayes Point Right To Manage Company Board

23/11/02c - OPEN BUSINESS

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OPEN BUSINESS

Minutes of Assembly Induction Day held on 11

July 2023

Present: Claire Anderson (CA) - Chair, Andrew Carruthers (AC), Ciara Duffy (CD), Thorrun Govind (TG), Brendan Jiang (BJ, Alisdair Jones (AJ),

Sorbi Khattak (SB), Geraldine McCaffrey (GMc), Gino Martini (GM) Tase Oputu (TO), Lynne Smith (LS), Audrey Thompson (AT)

In attendance: Paul Bennett (PB), Karen Baxter (KB), Neville Carter (NC), Avril Chester (ACh), Rick Russell (RR), James Davies (JD), Elen Jones (EJ),

Alison Douglas (AD), Nicola Doyle (Firetail)

Observers: 3 Members registered to attend the meeting

Apologies: Ruth Edwards (RE), Cheryl Way (CW)

Item

Paper

Notes and actions

Action by

Item 1

Welcome &

Apologies

CA welcomed everyone to the meeting, in particular CD, BJ, SK and GM were welcomed as new members

of Assembly.

Nicola Doyle from Firetail was welcomed as an observer as part of the work being undertaken for the

Constitution and Governance Review.

Apologies were received from RE and CW.

Members of the Assembly and Exec team introduced themselves.

Item 2

Election of

President

PB took the chair for this item and confirmed that by the deadline of 12 noon on 30

June, two valid

nominations for the post of President were received:

Claire Anderson nominated by Alisdair Jones, seconded by Geraldine McCaffrey

23/11/02c - OPEN BUSINESS

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Thorrun Govind nominated by Lynne Smith, seconded by Sorbi Khattak

The addresses from both candidates were circulated to Assembly members on 4

July.

Both candidates now confirmed they had nothing further to add to their declarations of interests as

contained in the open business papers for the Assembly meeting tomorrow.

An election was then held under the process set out in Appendix B of the Regulations. PB confirmed that

he had received proxy votes from both RE and CW by the noon deadline of 10

July and would therefore

be casting a vote on behalf of both these Assembly Members.

Claire Anderson was elected on the first round of voting.

CA thanked TG for standing in the election with her and Assembly Members for voting for her. A copy of

her full Presidential address in included at Appendix A.

Item 3

Election for

Treasurer

PB took the chair for this item and confirmed that by the deadline of 12 noon on 30

June, one valid

nomination for the post of Treasurer was received:

Alisdair Jones nominated by Sorbi Khattak, seconded by Tase Oputu

The address from AJ was circulated to Assembly members on 4

July.

AJ confirmed he had nothing further to add to his declaration of interests as contained in the open

business papers for the Assembly meeting tomorrow.

AC asked AJ if his role as Treasurer of the PDA Union had changed since last year when AJ had been

considering standing for Treasurer but had decided not to. AJ replied that nothing had changed in this

respect since last year but that he had spoken to this point in his address statement. He reminded

members that no decision could made within the Society unilaterally by the Treasurer. He didn’t see his

post at PDA as being a conflict of interest but rather was just an interest. He assured members that if there

was any situation or vote where this was to become a conflict he would recuse himself from the decision.

AC expressed concern that AJ did not see the two roles as a conflict, particularly as PDA had at times been

quite hostile towards the RPS and, whilst not in any way doubting the skills AJ might bring to the role, he

would not be able to support his appointment to this post. AT similarly added her concern at AJ holding

both posts.

23/11/02c - OPEN BUSINESS

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AJ recognised that some people might see holding both posts as a conflict but he stressed that there was

no real overlap between the work of PDA Union and that of the RPS. He felt they were not in direct

competition for members etc and would have seen holding both posts as more of a problem if they were –

rather he believed that success for one would be of benefit for the other organisation.

He was not sure what else he might say that could further re-assure Assembly Members or allay any

doubts but added that as Treasurer he would not have any greater influence in matters that would affect

the Society than he had had over the last two years as an Assembly Member and member of the Finance &

Risk Committee.

TG asked what the procedure might be should Assembly not confirm AJ in the post and asked what those

who would be working with him as Treasurer might think.

PB didn’t feel it would be appropriate to ask any individual members of staff to comment on this matter.

He explained that if Assembly Members were not to confirm AJ as Treasurer the formal nomination

process for the role would need to be undertaken again.

GM noted that AJ had clearly declared his position at PDA and added that many members of RPS were also

members of PDA and he would therefore be supportive of his appointment.

CA noted that she had observed AJ at FIC meetings and had never known a real conflict of interest to arise.

LS asked AC if his concern was the conflict of interest per se or the perception of this conflict by members

and others. AC replied that it was the perception of the conflict. He noted that within NHS Scotland

individuals must declare anything that might be perceived to be a conflict and he would therefore

personally not put himself in this position.

AJ felt that all Assembly Members might be subject to ‘perceived’ conflicts of interest and, whilst this was

not unimportant, asked where AMs would draw the line. He believed there was sufficient transparency in

his declarations and in the processes of the Society to deal with the day to day realities of handling any

conflicts should they arise. He noted that, should Assembly choose not to confirm him in the post the

organisation would need to address the perception of this with members etc.

PB confirmed that as any decision to not confirm AJ would be available in the public domain via the

minutes published on the website and to members via the video recording.

23/11/02c - OPEN BUSINESS

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TG asked whether anyone else would stand should AJ not be confirmed and what might happen in the

interim. PB confirmed that the President would act in the role until Assembly were able to appoint a new

Treasurer.

PB then formally asked Assembly Members to confirm that AJ be elected as Treasurer. He explained

Appendix B of the Regulations set out that the confirmation process be that as per the process for

confirming the second year of a term of office outlined under 5.1.1. of the Regulations which is that

‘Confirmation… shall be automatic unless a vote of no confidence in the President is passed by the

Assembly’.

He noted that the process for a vote of no confidence as set out in Reg 5.4 was as follows: ‘the Chief

Executive…shall call for a vote of Assembly members present to express no confidence in the Officer. The

vote will be by a show of hands and will be recorded in the minutes. Only those Assembly members present

at the meeting shall be eligible to vote…a vote shall not be passed unless at least 8 Assembly members

present at the meeting at which the vote takes place vote to express no confidence in the Officer’.

AC was therefore asked if he formally wished to call a vote of no confidence and confirmed that he did. PB

asked those members who wished to express no confidence in AJ as Treasurer to raise their hands – AC

and AT were the only members of Assembly to vote in this way and the vote therefore did not pass. AJ was

therefore confirmed as Treasurer of the Society for a term of two years. A copy of his full Treasurer address

in included at Appendix B.

AJ thanked members for their support and stated that he would endeavour to overcome the concerns that

had been expressed. He added that if the holding of both posts were ever to become a real issue he would

take action to step down from the role.

Item 04

Academic

Member

CA returned to the chair for this item and asked Assembly Members to confirm the second year of Ruth

Edwards’ term of office as the Academic Member – AGREED.

The open business of the Induction Day was then concluded.

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APPENDIX A – CLAIRE ANDERSON PRESIDENT ADDRESS

Championing Excellence Through a Changing Environment

It has been an honour to be president of RPS. This is a time of unprecedented change and I have decided to stand as president for a second term to offer

much needed continuity. These changes include:

• the transformation of pharmacy education

• the increase in the number of prescribers

• the implementation of the recommendations of the independent commission

• changes to supervision

• the workforce crises

• the upcoming RPS constitutional and governance review

As I have travelled around Britain, I have encountered exemplary and innovative practice. I will continue driving further these changes strengthening the

profession’s reputation and standing with all members from students (whom I’m well placed to influence engagement) through to our retired members.

The work of the commission has encouraged even greater collaboration and a need to share what we are doing more widely.

Sustainability through collaboration

I believe that together we can achieve more. During my two years as president, I have built solid and fruitful relationships across the pharmacy professions

and organisations and with government, other Royal Colleges and healthcare organisations. I have begun to restore our international reputation by leading

us to re-join FIP and am leveraging the benefits to maximise publishing income, conference participation and international membership. I have ensured that

issues of planetary health and sustainability are on the agenda, including changes in our investment portfolio and operations.

I commissioned an

independent review of member participation and communication which has led to changes in member engagement and more open decision making

Proactive, adaptive, progressive and relevant

I am not afraid of leading the profession through the tough decisions that we will inevitably face. If elected, I will continue working with the Assembly, the

National Boards, and RPS staff and members, to lead the profession proactively. We will not just react to a changing policy and professional landscape, but

share our successes and collaborations more widely. We will be adaptive and agile, never afraid to innovate. We will expand our scope of influence while

capitalising on our strong brand values, to ensure that the RPS is seen as essential, not only to pharmacy practice and pharmaceutical science, but also to

everyone who develops, prescribes, administers and takes medicines.

As president, I will:

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• inspire us to fulfil our mission and strategic direction.

• oversee delivery and implementation of the constitutional governance review

• continue to extend the profile and influence of pharmacy as a profession by building and strengthening relationships with all the other pharmacy

leadership bodies and organisations

• ensure we are invited to the table whenever medicines and public health are discussed by continuing to invest in strategic relationships beyond

pharmacy

• ensure the best option for members regarding the new council arising from the independent commission

• support the profession to embrace a more clinical future, including prescribing

• champion a profession wide culture of training, education and research

• advocate to government, the health systems and employees to advance the RPS’s important role in education and credentialling

• oversee the further development of our membership proposition prioritising the

development of local and special interest networks

• ensure resources are used effectively and efficiently to deliver value for members

• deliver evidence about pharmacy’s important role in the pandemic to the Covid

Inquiry

• strengthen our international reputation as a leadership body and major publisher

• work closely with board chairs and the press team to ensure our continuing media presence

• maximise the skill set of board members

Hard decisions will be made about many issues including financial stability, investments, property, income streams, the constitutional and governance

review, the recommendations of the independent commission, and new membership categories. I am confident that I can continue to lead us through

these important decisions.

Equality, diversity and inclusion

The RPS cultural values ‘be inspiring, be empathic, be relevant’ remain vital; we must continue to foster them within the profession. Our work on EDI has

progressed well, and more can be achieved. I will continue to work with board chairs on this journey, providing inclusive and authentic leadership that is

not afraid to challenge barriers. I will ensure everyone knows the part they are playing, and that they are empowered to contribute to the best of their

ability and to excel, be they staff or a board member.

A leader of global standing

With a career in pharmacy spanning five decades and six continents, I bring gravitas, credibility, and authenticity to the position of RPS President.

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Academic leadership: As professor in a leading school of pharmacy with strong national international connections across and beyond the profession, I am a

global leader in pharmacy practice. I have made a significant national and international contribution to the development of evidence, including developing

and evaluating new professional roles for pharmacists. I also have an international reputation in research on pharmacy education and workforce

development. My university is fully supportive and has given me all the time I need to fulfil my role as president.

Managerial leadership: I have broad networks and management experience, not just in the RPS, but also world class university and FIP committees. I am a

trustee of the CPA. I have management experience as head of division and director of a cross disciplinary research centre. I am a systems leader, and a

strategic critical thinker. While collegiate in my approach, I am not afraid to stand up for what I believe in and am not afraid to challenge performance and

behaviour where necessary.

RPS leadership: As president over the last turbulent two years, I have insight into the challenges ahead. I will harness the combined expertise of the boards

and advisory groups to increase the portfolio and reach of the RPS. While I have excellent working relationships with the executive and staff, I am not afraid

to challenge them. I am passionate about our profession and committed to making the RPS and our members even more successful. As a confident speaker

and media presenter I will also continue to be a dedicated ambassador and advocate for the profession nationally and internationally.

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APPENDIX B – ALISDAIR JONES TREASURER ADDRESS

Dear colleagues,

As most of you are aware, much of my time on Assembly has also been as a member of FIC. This has provided me with a comprehensive understanding of

the current financial opportunities and challenges that the RPS faces, equipping me with the necessary skills to ensure prudent financial management.

These include:

• Exploring investment opportunities through PhP, such as Dosium.

• Monitoring the performance and allocation of investment funds.

• Overseeing financial exposure to large-scale projects, such as Salesforce.

• Ensuring financial viability in light of declining membership numbers.

• Planning for future project investments, including constitution review and potential charter changes.

The upcoming years will undoubtedly present financial challenges. In the short term, we may observe a less favourable balance sheet. However, the most

significant risk lies in taking no action at all. We must strategically invest our resources to ensure the continued viability of our organisation. Surrounding

ourselves with expertise and making sound financial judgments are crucial in making informed decisions for our future. I aspire to continue working with FIC

in a manner that empowers Assembly to make these crucial determinations.

I would like to express my gratitude to the outgoing Treasurer, as well as the finance team and other members of FIC who have contributed to the

management of the RPS finances over the past year. Handling the finances of our organisation is a collaborative effort. It is with this understanding that I

perceive the role of Treasurer as that of a 'custodian,' entrusted with the responsibility of safeguarding the funds of our members. Rather than engaging in

micro-management or relying solely on personal financial expertise, our primary objective should be to instil confidence in our members by assuring them

that the broader finance team is diligently working to secure the financial future of our organisation.

Finally, let me address the elephant in the room. Many of you will be aware that I also hold the position of Treasurer at the PDA Union. I acknowledge the

potential concerns regarding conflicts of interest that may arise from this dual role. Let me emphasize that I am fully committed to transparency and open

decision-making. Decisions are never made solely by the Treasurer, and I want to assure the members of Assembly that if any situation arises where there is

a perceived or actual conflict, I will take necessary measures to minimise such conflicts. However, it is important to note that no conflicts have arisen during

my tenure on FIC. I firmly believe that success for one organisation is tantamount to success for both.

Thank you for your careful consideration.

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OPEN BUSINESS

Minutes of Assembly Meeting held on 12

July 2023

Present: Claire Anderson (CA) - Chair, Andrew Carruthers (AC), Ciara Duffy (CD), Thorrun Govind (TG) via vc – part meeting, Brendan Jiang

(BJ, Alisdair Jones (AJ), Sorbi Khattak (SB), Geraldine McCaffrey (GMc), Gino Martini (GM) Tase Oputu (TO), Lynne Smith (LS),

Audrey Thompson (AT), Cheryl Way (CW)

In attendance: Paul Bennett (PB), Karen Baxter (KB), Neville Carter (NC), Avril Chester (ACh), Rick Russell (RR), James Davies (JD), Elen Jones (EJ),

Alison Douglas (AD). Katie Burlison-Rush (KBR) – Items 1-3 only, Emer Bellis (EB) – Items 1-3 only, Tony Scully (TS) – Item 06 only,

Ben Randall (Firetail)

Observers: 2 Members attended as Observers

Apologies: Ruth Edwards (RE)

Item

Paper

Notes and actions

Action by

Item 01

Welcome &

Apologies

CA welcomed everyone to the meeting. Apologies were received from Ruth Edwards.

Ben Randall from Firetail was welcomed as an observer as part of the work being undertaken for the

Constitution and Governance Review.

Item 02

Items for Noting

The following items were noted:

a) Code of Conduct & Remit of Assembly and COG

b) Declarations of interest

c) Minutes of the Open Business Assembly Meeting 29

March – noted and approve

d) National Pharmacy Board Reports

e) President’s Report

f) Treasurer’s Report

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g) Science & Research update & minutes of the Science & Research Committee 5th June

h) Education update & minutes of Education & Standards Committee 24th May

i) PMED update

j) Inclusion & Diversity update

k) Schedule of Assembly meetings 2024

l) Panel of Fellows list of Fellows appointed in May - CA congratulated all the new Fellows.

Item 03

Matters Arising

a) EDI Strategy & Action Plan

The paper updating members on progress made by the People Team on the Society’s internal EDI Strategy

since the March meeting was noted.

EB informed members that the whole Executive team would be supporting the work under the Strategy

and that NC would lead on the topic, working with EB and other stakeholders.

She explained that questions in the last staff Workbuzz survey had included ‘people of all cultures and

backgrounds have the same opportunities here’, ‘I am treated fairly, equally and with respect’ and ‘what

should RPS focus on to become a more inclusive and diverse organisation?’. A summary of the survey

response on EDI topics was then discussed at the Employee ID Group meeting in May, with an English

Board member attending the meeting as a guest to take part in the discussion. A staff drop-in session run

by and for women of colour was also held in May to look at why some aspects of our employee survey

responses are less positive for this group.

Two meetings specifically to discuss EDI have now been held with the Exec team and NC & EB are currently

working through actions from these meetings, with additional input from Aman Doll (Head of Engagement

& Professional Belonging) in order to finalise action and work plans for the next 6-18 months and to ensure

that all strands from internal and external work in this area link up.

TO thanked EB for the update and the work done over the last three months. She noted, however, that she

was now in her third year on Assembly and had yet to see any completed strategic action plan for EDI

which was frustrating. Although she could see that steps were being taken towards completing this and

was heartened to see NC designated the Executive lead for this work.

She noted the Executive oversight of the Strategy and that it was being looked at in a number of different

forums as well as aligning with the external work being done for members but stressed the Society not only

needed to be seen as the leader in this area externally for the profession but also needed to be seen to be

leading on this within the organisation itself. She therefore strongly hoped that the final completed version

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of the Strategy would be provided for Assembly at the November meeting as this was now vital to have. AJ

echoed this and EB confirmed that this would be the case.

ACTION – EB

PB stressed this was a very high priority agenda item for the whole Executive team and added that it was

important all Assembly members pushed the Executive on this matter, not just TO especially. The external

EDI challenge faced by the profession and the messages the RPS issued publicly to the profession in this

area made it all the more important to change and address these issues internally.

NC echoed this and emphasised that it was essential for the credibility of the organisation that what

happens internally echoes what the Society is calling for the wider profession externally.

LS informed members that if they had the chance to attend one of the Society’s externally focussed ABCD

Group meetings that it would be very rewarding.

BJ noted that he would have expected the organisation to have a more detailed understanding of the

internal staff EDI data. EB replied that good data did exist on protected characteristics but that the team

struggled more with identifying the best courses of action to take to be most effective.

EB was asked how the team might best prioritise the work on the numerous different strands covered by

EDI. She noted that some areas were immediately obvious as the team had been reporting and working on

them for a number of years but had not been able to make any progress to date e.g., gender and ethnicity

pay gaps and ethnic diversity within upper-level staff roles in the organisation. There were also some areas

where ‘quick wins’ might be possible, informed by the feedback from staff surveys etc.

GMc noted that there had been a significant degree of attention on socio-economic status in the media

recently and would like to see the Society include this in the Strategic plan.

b) Oral Presentations at RPS Conference

NC confirmed that oral presentations would be incorporated at this year’s annual conference on 10

November and noted that overall 172 abstracts had been received.

Using the same venue as last year, the Society has committed to taking a larger space which would help

with provision of networking areas and rooms for breakout sessions.

TO congratulated the team on securing Prof John Amaechi as the key note speaker.

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Item 04

CEO Update

i) Downing Street Round Table Event

PB attended a round table event at 10 Downing Street on 27

June with AoMRC, other medical Royal

Colleges, professional bodies and unions ahead of the publication of the NHS Workforce Plan later that

week and stressed the importance of RPS being invited to this meeting as an equal with the other Royal

Colleges.

At the meeting, he had had chance to comment on pharmacy and the importance of IP etc which had been

warmly received by the Prime Minister. He had been struck by the support from the Prime Minister and

other cabinet and NHS representatives for the plan and its areas of focus. The meeting led to a

commitment to invite all those present to further similar meetings where, again, the Society would

participate as a full equal with the other Royal Colleges.

GMc asked what activities had taken place on workforce planning in Scotland and Wales. PB noted that

both EJ and LW have a number of routine discussion with their respective CPhOs and education bodies

and, in reality, England is just now catching up with Scotland and Wales in this area. EJ added that there

had been a workforce plan launch in Wales recently as well which aligned to the Society’s Vision.

ii) UK Covid Inquiry

PB noted that the Inquiry had now been formally established with the stated aim of learning lessons for the

future should another pandemic or similar event occur. He reminded members that the Society had itself

already engaged with the profession and published a report on the impact of the early stages of the

pandemic on the pharmacy profession in July 2020, as well as submitting evidence to a number of

parliamentary committees since then.

JD and John Lunny, Public Affairs Manager, were now leading the work on pulling together details of all the

Society and its members had done over the course of the pandemic in order to submit to the Inquiry later

this year. PB noted that the Society would also be a core participant in Module 3 ‘Impact on Covid-19

pandemic on healthcare systems in the 4 nations of the UK’ and may be asked to provide oral evidence at

the public hearing element of the Inquiry next year. GM stated he would be happy to help support any of

the work on gathering evidence.

He noted that the Inquiry website contained details of the ‘Every Story Matters’ element of the process

whereby anyone can share their experience and encouraged members to participate.

EJ noted that it was easy to forget just how much the Society and its members, as well as the wider

profession, had done during the pandemic on top of normal practise and felt the Inquiry represented an

opportunity to highlight this and also the frustrations experienced by many pharmacists eg not being

recognised as key workers.

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iii) PhP Rebranding

PB informed members that the PhP side of the organisation had undergone a full rebrand last month which

had focussed on the four key components:

• Medicines Complete

• Pharmaceutical Journal

• Pharmacy Knowledge

• Research Journals

All elements had now been brought under the new shield icon that emulated the RPS coat of arms and

helped better highlight the relationship between the two.

iv) Edinburgh Pride

Staff joined members for the Pride march on 24

June, along with colleagues from APTUK and GHP, just

one of a number of activities the organisation participated in for Pride month.

Other areas of work by teams have included:

• highlighting the danger of SARMs in the media

• UCL/RPS co-hosted lecture on Community Pharmacy in 21

century which gave an opportunity to

highlight Vision work

• reception to recognise the retirement of Bruce Warner

PB also congratulated the recent new Fellows and noted that the Society now had over 800 Fellows in

total.

Item 05

Professional

Leadership

Commission

PB reminded members that the Society had been actively engaged with the Chief Pharmaceutical Officers

(CPhOs) since the launch of the Commission Report in February. He and CA have also held a number of very

constructive meeting with APTUK and PFNI and the three professional leadership bodies (PLBs) have

continued to engage, meet and corresponded with the CPhOs, stressing how keen all three are to

understand exactly what plans they have for the creation of the proposed Council. A joint meeting with the

five Specialist Pharmaceutical Groups (SPGs) referenced in the Report had also occurred.

Frustratingly a number of questions still remain and the three PLBs are therefore looking to the next

meeting with the CPhOs on 24

July to gain more clarity on matters such as progress on appointing a

Council Chair, composition of the Council etc. This clarity would then allow the individual PLBs to have a

more meaningful engagement with their members on the proposals.

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PB stressed that the Society was keen to engage constructively with all stakeholders in the process with an

honesty and degree of humbleness to create an even stronger sense of collaboration than already exists.

AT noted it was positive to see the collaborative work being done by the Society and the willingness to

engage constructively with the other pharmacy stakeholders. She shared PB’s frustration that no one

knows what is happening at present in terms of process etc for the creation of any new Council and was

therefore fully supportive of the proposed way forward at the meeting on 24

July.

AJ felt it was important to ensure that the Society wasn’t simply passive in the process but set out what its

vision is in terms of future ways of working. TO similarly felt, as the largest leadership body, RPS needed to

take an active role and asked that dedicated time be given at future Assembly meetings to allow AMs to

properly discuss this.

CA did note that the Society had already submitted it’s vision on the way forward as part of the

Commission’s initial phase of work and didn’t believe, with the lack of any detail on the new Council etc,

that there was anything else to add to this at present.

LS felt PB and CA should be more forthright in expressing frustration with the lack of information and stress

that the Society was very keen to engage with its members on any proposals. She recognised it was difficult

to report back to them that there had been no progress but felt it was none the less important to relay

even this lack of progress to the members. CA agreed that an update should be provided after the meeting

today.

ACTION – PB/CA

PB/CA

Item 06

2023 AGM

Tony Scully, PJ Publisher, joined the meeting for this item and the paper detailing the motions for the 2023

AGM was noted. The motion relating to the Pharmaceutical Journal, proposed by Mary Tompkins on behalf

of the Retired Pharmacists’ Group, was the only motion passed at the AGM and so would now be

considered by Assembly at the meeting today.

KB outlined the detailed two year governance processes the decision to remove the print copy of the

Journal had been through since 2019 including:

• market insights and user surveys taken to PhP Board composed of publishing experts

• PhP Board critical of initial proposals which, alongside input from Assembly, led to changes

• revised proposal unanimously approved by Assembly

• once approved additional external expertise was sought by appointing third party designers for the

new platform

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• team continue TO obtain feedback and monitor engagement, which is health and growing, against

industry benchmarking

KB was conscious that some members were disaffected with the decision and believed that more could

therefore be done to further work with user feedback to keep the numbers who were as low as possible.

Aside from bringing back a print version of the PJ, which was not economically or environmentally viable,

she informed members that the team were currently working on delivering:

• development of an app to optimise user experience & ‘portability’

• finalising a business case for digital archive for inclusion in 2024 budget

• better user access controls for online use of PJ

and was confident that delivery of these three workstreams would address those areas the organisation

had been asked to by users but added that the team would of course continue to listen to feedback

provided, including further feedback sessions with the RPG, as the user experience was hugely important

to the team to build into iterative improvements for the PJ.

AT noted the motion referenced ‘widespread dissatisfaction amongst RPS Members’ but thought the steps

outlined above seemed as if they would address this. She felt it would be very difficult to support the

motion’s call for a ‘wide-ranging review’ given the whole governance process KB had outlined that the

decision had already been through and couldn’t see where the justification for any review might be found.

She was fully supportive of the work of the team and therefore would not support the motion.

CW noted she had voted for the motion at the AGM and felt members did miss the paper version of the

Journal. She felt that, at present, the app hadn’t really captured the full experience of reading the paper

copy so was pleased to see the plans in place to improve this. Whilst recognising that it was not possible to

go back to producing a print copy, she felt it was important to give readers a better experience than at

present, particularly in terms of sign-on etc.

She asked if it was possible to measure the impact of the withdrawal of the print version on RPS

membership numbers. KB noted that this was touched on in the paper and estimated the impact on

members who had chosen to leave the Society because of the decision to be in the region of 200-300

members.

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AJ felt there were two aspects to the motion:

i) could a print version be brought back - clearly not

ii) holding a review of the decision – he noted this had clearly been through a very robust governance

process. He had no doubts this was made in the correct manner and believed an external review would not

come to a different verdict on this matter. Whilst there are still a number of problems with the digital

experience there was a clear plan in place to address the concerns raised and believed it would never be

possible to please everyone.

GMc asked if it would be possible to print articles from the app. TS noted that this had not been part of the

original requirements but would be explored as part of ongoing innovations.

LS questioned what a ‘wide ranging review’ actually meant, was it a review of the decision process – this

had clearly been robust, or was it the various options for the PJ – these had also clearly already been

considered and asked if there even existed any genuinely independent external bodies would might be

able to undertake a review. KB noted that there would probably be some organisations that might be able

to do this but she would much rather rely on continual user feedback.

BJ would much rather the organisation put its resources into developing the current PJ product than into

commissioning an external review. SK agreed with this and suggested that provision of a fully printable pdf

version of each edition be explored.

AJ observed that half the members of the PhP Board were industry experts so had already brought a large

degree of external input into the process and had robustly challenged the initial proposals.

PB noted that the Society was actually leading the way in changes in this area and, as such, had received

contact from a number of other organisations who would like to follow the move away from print to a

digital offering for their own members. TS added that the demise of print was inevitable and the decision

for the Society to move to a digital product had been taken at the right time, particularly with the increases

in energy costs and costs of living more generally over the last year.

CD asked when the issues with member log-in might be resolved. ACh replied that the team were currently

looking at all aspects of user-identity management and, as part of this, were working closely with KB & TS

to see if there were any ‘quick wins’ to improve the system for PJ users but at present it wasn’t possible to

give a firm timeline on resolving the issue until further investigations had been completed. She would

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therefore bring a full update on work in this area back to the meeting in November. GMc asked for an

interim update before then to understand the results of ACh’s initial considerations.

ACTION – ACh

Members then unanimously agreed it would not be possible to support the motion’s call for a review.

PB noted that a number of other motions had initially been submitted for consideration at the AGM, all of

which were detailed in full in the paper alongside the responses sent to the individuals submitting the

motions explaining why they were not suitable for inclusion at the AGM. A motion on the Pharmacy

Leadership Commission had gone on to be included at the AGM, submitted by Mike Hannay which had not

been passed at that meeting.

ACh

Item 07

Constitution &

Governance

Review

PB reminded members that the initial Invitation to Tender for organisations to work with the Society on a

full Constitution and Governance review of the RPS had been issued at the start of the year. The review

would explore the structure and governance that would best enable the Society to thrive for the next 180

years whilst delivering for its members, the public and the wider profession.

He was very pleased to confirm that Firetail had now been appointed to undertake this work and Ben

Randall was in attendance to observe the Assembly meeting today, his colleague Nicola Doyle having been

present at the Induction Day yesterday.

Firetail will undertake a whole series of activities, including engaging directly with members of the Boards

and Assembly, and would ultimately produce a set of options and recommendations which would

hopefully be brought to Assembly in November. PB stressed that this was not to be confused with the work

of the Independent Commission.

Item 08

Supervision

PB updated members on recent developments with the Supervision Working Group which has been

looking at a number of important aspects such as delegation, where legislation should rest etc and noted

how important and helpful the work of the three National Boards in this area had been for the Society to

input into the Group.

The work of the Group had been very constructive and led to the development of a largely consensus

position document for the wider profession to discuss further, however, he was not at liberty to share

more detail at present as the Group had agreed this would be released via a formal announcement which

is expected imminently.

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AJ asked if there had been any areas where consensus was unlikely to be reached. PB stressed he was

unable to disclose other organisations’ views but that there would inevitably be some areas where 100%

agreement across all stakeholders was not possible and he noted that the Group had been discussing how

best any differences might be expressed.

GMc asked if there had been much feedback on the RPS’s position (which had been published on the

website). PB was not aware of any member comments but noted that there wasn’t anything particularly

contentious in the Society’s position. He felt more comments might be forthcoming once the wider Group

position was published.

PB clarified that the Guild had not been part of the Working Group.

TG left the meeting at this point.

Item 09

International

The paper outlining the background to the appointment of Tracey Thornley as RPS nominee to the FIP

Community Pharmacy Executive Committee and the possible options around attendance at the 2023 FIP

Congress in Brisbane was noted.

PB clarified that Assembly were now being asked to:

a) continue the Society’s support for the Tracey Thornley as the RPS Nominee

b) agree the President’s proposal that RPS part-fund TT’s attendance at the 2023 FIP Congress or

c) determine some other course of action should it not agree item b)

AJ noted that the paper had been very informative, not just in relation to the current points for Assembly

to consider but in relation to the Society’s wider engagement with FIP in general. He therefore suggested

an added action to explore how best to ensure members generally could gain increased benefit from the

RPS’s members of FIP.

He felt the cost of continuing support for TT was not very high but the risk of not doing so would be much

higher reputationally. GMc agreed and felt the costs would benefit the RPS and demonstrate to the wider

membership the Society’s commitment to FIP.

AT however noted that costs related to FIP had been an issue in the past and Assembly had previously

committed to funding only two places at the 2023 FIP Congress for the CEO and President and was

therefore concerned that making an exception this year may lead to more exceptions being made in future

years. She also highlighted the environmental impact of three individuals flying to attend an event in

Australia.

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TO noted that the Society sometimes had a tendency to address matters reactively and noted that RPS had

just re-joined FIP and should therefore be prepared to take a different approach to that taken previously

and consider all those elements that had been flagged as an issue with FIP membership previously from a

more strategic perspective, particularly in areas such as this which would recur on a regular basis.

CW felt it was important RPS was represented at the highest levels within FIP but asked who was

responsible for FIP and related work from a staff perspective.

NC informed members that his team were currently looking at the relationship with FIP and all the

international organisations the RPS was a member of to ensure the Society was set up to maximise its

benefits and achieve strategic goals in this area. This work would be able to be progressed more rapidly

once the new Partnership Manager was in place to help prioritise all the different external relationships

and would be able to inform decisions such as who should attend meetings etc.

Agreed a formal FIP engagement plan, to include details of how work in this area is communicated to the

wider membership, should be brought to the November Assembly meeting. The paper should also enable

principles on RPS attendance at future FIP and other international organisations’ events to be established.

TT should be invited to the November Assembly meeting to give an update to members and CA additionally

committed to providing a report on her attendance at FIP Congress

ACTION – PB/CA

PB noted that FIP itself would formally be bringing a set of proposals on a new member offer for

organisations to the Congress for discussion and approval which would likely bring an opportunity for the

RPS to work with FIP on what more it might be possible to offer individual RPS members. He also noted

that the organisation had never had more feedback on FIP work than it currently received from TT and that

this was routinely shared with the relevant staff teams.

He noted RPS has undertaken a significant amount of work with FIP specifically on environmental matters

which EJ outlined, noting that the Society simply would not have had the resources to undertake this work

on its own.

The Society also had a responsibility to share evidence and best practice etc in areas where RPS was ahead

of other countries on the global platform of FIP and PB noted that an IP session was being held at the 2023

Congress because RPS had asked them to include this on the agenda. CA will be speaking at this session

and noted that the large sphere of influence FIP has globally enables the Society to help the wider

pharmacy profession all over the world and also to learn from international colleagues.

PB/CA

23/11/02c – OPEN BUSINESS

12 | Page

Members then formally agreed to continue support for TT as RPS CPS ExCo nominee and to part-fund her

attendance at the 2023 FIP Congress.

Item 10

Any Other

Business

a) Expert Advisory Groups Declaration of Interests

An item of AOB had been submitted by AJ requested that the possibility of obtaining declarations of

interests from members of the Society’s EAGs, even if just for internal record, be discussed.

He thanked members of all the EAGs for the valuable work they continued to do for the organisation but,

given that the Boards and others were reliant on their expertise, he was surprised that the Society did not

routinely capture declarations of interest from them. Whilst mindful of not introducing any unnecessary

additional levels of bureaucracy or putting off individuals from joining the EAGs he proposed it would be

sensible to capture and hold this information centrally even if this was never published.

PB reminded members that the EAGs were not part of the organisation’s formal governance structure and

noted that members were invited to participate by the Society. If DoIs were to be mandated and an

individual chose not to submit one, it would be entirely for the Society to then decide whether or not they

were able to remain on the Group.

EJ, as the staff member with overall responsibility for the EAGs, assured members that there was a rigorous

appointment process for all the Groups which included the provision of CVs etc. Given the level of detail

already provided she did not think it would be an issue to also ask for DoIs. She confirmed that members

did already declare relevant interests during meetings when items of possible conflict arose.

PB again stressed that it was important to acknowledge the valuable work done by the EAG members but

did think it would be sensible to introduce the routine collection of DoIs and this should therefore be

included in all Groups’ terms of reference and instigated going forward.

ACTION - EJ

Item 11

Date of next

meeting

AD confirmed that the next meeting would be held on 21

/22

November rather than the dates stated on

the agenda and would be held entirely on Zoom.

23/11/02c – OPEN BUSINESS

13 | Page

ACTION SHEET – Assembly Meeting 12

July 2023

Item

Action

Who by

When

Item 03a

EDI

Final version of EDI Strategy & Action Plan to be provided for next meeting

November Assembly

Item 05

Professional

Leadership

Commission

Update to be provided after meeting with CPhOs

PB/CA

As soon as possible

after meeting

Item 06

2023 AGM

PJ Motion

Interim update on ‘quick fix’ options for PJ user identity management to be provided

ACh

As soon as possible

Item 09

International

FIP engagement plan to be provided f

TT to be invited to attend next meeting

Report on attendance at FIP Congress to be provided

PB/AD

November Meeting

Item 10

EAGs

Collection of annual declaration of interests for EAG members to be implemented

As soon as possible

Assembly Meeting 22

November 2023 23/11/ASB/02d - Open

Title of item

Update from National Boards

Open, confidential or

restricted status

Open

Authors of paper

Positions in

organisation

E-mail

Elen Jones, James Davies, Laura Wilson

Country Directors

elen.jones@rpharms.com

James.Davies@rpharms.com

Laura.Wilson@rpharms.com

Purpose of item

To update Assembly on the work of the National

Boards for the period June 2023 – November 2024

Item summary

This paper provides an update on the work of the

country teams in relation to policy and advocacy.

Risk register items

n/a

RPS strategy links

All

Actions/decisions

required of

Assembly

For noting

23/11/ASB/02d – Open

2 | Page

GB activity

• We continue to engage with the UK COVID-19 Inquiry as a Core Participant of Module

3, which examines the impact of the pandemic on healthcare systems. The RPS’ legal

representative read a statement to a preliminary hearing of the UK COVID-19 Inquiry

on 27 September. Public hearings are expected to begin in 2024.

• Engaging with members of FIP and CPA and building our international presence. The

RPS hosted the KNMP, the Royal Dutch Pharmacists Association for a 2 day working

visit in November to understand more about prescribing in England and Wales.

• Launched a consultation on our Greener Pharmacy Guides which closed on 8th

November 2023

• We have been promoting our Daffodil Standards across all three countries and now

have more than 500 pharmacies signed up

• RPS have published interim professional standards for virtual wards (Hospital at

Home)

• Refresh of the Home Care Standards is underway, the consultation window is now

closed and we are reviewing the feedback

• Consulting on a refresh of the Error Reporting Standards later this year

• We facilitate and attend regular meetings with pharmacy organisations and

professional leadership bodies policy leads to discuss current priorities and

consultation responses.

• In October we published our Workforce Wellbeing Roundtable report which discussed

some of the challenges and possible solutions to workforce wellbeing. The 2023

survey into workforce wellbeing has been launched and is currently gathering

evidence.

• The have published a GB wide position statement on the use of PGDs by pharmacy

technicians and responded to the government consultation on this issue.

• The three national boards came together ahead of the RPS Annual Conference.

• The Country Teams have developed a further engagement model for the profession

which includes the recruitment of three regional engagement leads. These

engagement leads will be in post from January 2024.

• The RPS will continue to engage with a range of stakeholders on the role of the

profession to support patient care.

• We continue to support a wide range of media activity including a national campaign

on penicillin allergy status and responding to media requests related to the shortage of

ADHD medication.

• We continue to work closely with other Royal Colleges, including RCGP and RCN, on

the development of a policy on the separation of prescribing and dispensing /

administration / supply of medicines by independent prescribers, working with key

stakeholders in this area

Activity in England

• We submitted written evidence to the Health Select Committee inquiry into pharmacy.

Evidence sessions are likely to begin in Q4 2023, to which we have been invited to

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provide a witness. This will allow us to directly highlight the deficits in delivery of the

governments commitments to pharmacy.

• A member of the RPS Hospital Expert Advisory Group gave evidence to a Lords

Committee inquiry on Homecare Medicines. Patient groups and clinicians have been

calling for greater national accountability around service standards. The Committee is

expected to publish a report in November.

• The RPS attended the Labour Party Conference in Liverpool, where the Director for

England spoke at a panel event on vaccines.

• Together with other pharmacy organisations the RPS wrote to the Health Minister

jointly with Pharmacy Schools Council and the British Pharmaceutical Students’

Association to call for pharmacy students to be able to access the Learning Support

Fund.

• Together with other pharmacy bodies we have written to the minister regarding the

challenges associated with Flu and Covid vaccination provision in 2023

• We continue to focus attention on the NHS Long Term Workforce Plan and provide

advocacy for the profession on the increase in support and funding required for

pharmacists and pharmacy technicians.

• The team in England continue to work on the development of a repeat prescribing

toolkit in partnership with RCGP as part of the National Overprescribing Review

recommendations.

• The PWRES (Pharmacy Workforce Race Equality Standard) data has been published

by NHS England, and we continue to work as part of the Inclusive Pharmacy Practice

Programme to change and address the variation reported here. We will be publishing a

report on differential attainment in Pharmacy later this year.

• The English Pharmacy Board held their September meeting in Newcastle as part of a

wider engagement approach to be less London centric. This was supported the night

before with a debate style event on prescribing.

• The English Pharmacy Board Chair and Director has continued to engage with a wide

range of pharmacy stakeholders. Recent meetings include the General Pharmaceutical

Council, AIMP reception, and PAGB. We have also visited many local community

pharmacies, including Boots, Rowlands and independents across East Kent.

Activity in Scotland

• We are continuing to work to promote our new Pharmacy 2030 vision in

Scotland, we highlighted this at an NHS Scotland event, reaching the whole of

the NHS

• Discussed the future of the pharmacy workforce with the Cabinet Secretary for

Health at SNP Conference in Aberdeen, and two other health professional

bodies.

• Met with the President of Guild Healthcare Pharmacists to discuss Scottish

issues affecting members.

• Liaised with Daniel Johnson MSP about the sustainability of medicines.

• Liaised with Patricia Gibson MSP about supply of ADHD medication.

• Attended a Scottish Conservatives breakfast roundtable event to discuss winter

planning and the healthcare workforce more generally.

• Attended an NHS Scotland Climate Emergency and Sustainability Event.

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4 | Page

• Spoke at the Healthcare Improvement Scotland Pharmacy Forum on health

inequalities.

• Hosted a celebratory event to welcome new RPS Fellows in Scotland and two

newly accredited Consultant Pharmacists.

• Held an exhibition for MSPs at The Scottish Parliament over three days to

promote the Daffodil Standards and had individual conversations with 45

MSP’s.

• Hosted a meeting of the Primary Care Clinical Professions Group at our office

on Melville Street, Edinburgh.

• Held an Open Day at the Melville Street Office to promote pharmacy, we spoke

to school students about careers in pharmacy, researchers and members of the

public who came to view our historical collection.

• Represented RPS GB at ESPC conference in Aberdeen (31 October – 2

November) where we promoted RPS on the international stage and delivered

two workshops on the development of prescribing in the UK.

• Met with NHS Greater Glasgow and Clyde to discuss the professional issues

around Safe Drug Consumption Rooms.

• Visited two pharmacies to learn about innovative practice taking place, in

Anniesland and Brechin.

• Attended Strathclyde Careers Fair to promote pharmacy and RPS to 3

year

pharmacy students.

• Scottish Board members facilitated two workshops for Strathclyde University

students on ethical dilemmas and RPS resources.

Activity in Wales

• In September, RPS Wales team and Board held the first conference focused on

the vision for pharmacy in Wales, Pharmacy: Delivering a healthier Wales.

There were approximately 200 attendees and 12 exhibitors at the conference.

The focus was one of the key theames from the vision, Enhancing patient

experience.

• Both the Welsh Government’s Minister for Health and Social Services and Chief

Pharmaceutical Officer (CPhO) spoke at the conference. They used the

platform to outline their priorities for pharmacy in Wales and to respond to our

report on clinical hospital pharmacy services.

• RPS Wales were commissioned to undertake an ‘Independent Review of

clinical pharmacy services in Wales’ on behalf of Welsh Government. We are

delighted to have published the review, with the CPhO for Wales launching the

review at our recent conference. We are also pleased that Welsh Government

have accepted all 36 recommendations within the review, subsequently issuing

their response to the Secondary care service with 60 Actions attributed to key

stakeholders. We remain committed to working with Welsh Government and

wider stakeholders on the next steps in terms of implementation.

• To help inform the Senedd’s Health Committee’s inquiry into chronic conditions

management, an event at the Senedd was held, to allow MSs to gain insight

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from RPS members in the field. We engaged with over 20 MS’s from across

different political parties. We also followed up with a meeting with the Chair of

the committee. Our key messages focused on pharmacy’s role in early

identification and pharmacy leadership in medicines support – particularly for

polypharmacy issues for patients with co-morbidities.

• We attended the Chief Pharmacists group to explain and discuss our political

activity, as well as to explore how they are their teams can get further involved.

• We hosted a visit for Jayne Bryant (Welsh Senedd Member for Newport West)

to showcase the first ‘net zero’ community pharmacy in Wales.

• Plaid Cymru’s Shadow Health Spokesperson has agreed to support us with a

Senedd statement to mark World Antimicrobial Awareness Week.

• Together with the Welsh Government’s CPhO, our Director Elen spoke at

BOPA’s UK Conference to discuss the long-term pharmacy vision in Wales.

• Following the launch of the Daffodil Standards, we have established a short life

working group to support Community Pharmacies in Wales to implement the

standards and review the RPS Wales Palliative and end of life care policy.

• Chair and Director continue with key stakeholder meetings, including with

HEIW, schools of pharmacy, and through Welsh pharmacy partnership with

CPW, Chief pharmacists group and APTUK.

Consultations

During the period June 2023 to November 2023, we have responded to 19

consultations. These can also be found on our website here

The RPS will be reviewing the following upcoming consultations

• UK Clinical guidelines for alcohol treatment

• Creating a smokefree generation and tackling youth vaping

• ScotGov Democracy matters

Tase Oputu, Chair, English Pharmacy Board

Andrew Carruthers, Chair, Scottish Pharmacy Board

Geraldine Mccaffrey, Chair, Welsh Pharmacy Board

23/11/ASB/02e - Open

1 | Page

Claire Anderson - President’s report July – November 2023

August was a quiet month due to holidays, but it’s been a busy time ever since with lots of external

events and meetings.

External

I attended the RCGP late summer reception, a gathering for their collaborators. I had many

interesting conversations with people from Royal Colleges and other professional organisations.

I represented RPS at FIP congress in Brisbane and attended FIP council. Please see my blog for

further details. I also did two talks on behalf of RPS one on prescribing and the other on our

mentoring scheme. Both were well attended and received.

I attended the Pharmacy Business awards where I had numerous conversations with pharmacists,

policy makers and politicians.

I was an invited guest at a Society of Apothecaries Court dinner at Apothecaries Hall, a very

interesting and formal experience in beautiful surroundings, I was hosted by Nicholas Wood a

former RPS president.

I was an invited guest at the Irish Pharmacy Union, day conference and dinner a great opportunity to

build our relationships with Irish colleagues.

I was an invited guest at the European Association of Clinical Pharmacy Conference in Aberdeen,

another opportunity to build relationships with clinical colleagues lots of interest in our advanced

and consultant frameworks as well as a great interest in prescribing.

I was an invited guest at UKCPA day conference and dinner.

I was an invited guest at the Day Lewis awards dinner.

I have continued to represent RPS in supporting the work of the UK Health Alliance on Climate

Change.

External meetings

Paul Bennett and I have had collaborative meetings with APTUK and PFNI. We have also met with

the 4 NHS chief pharmacists, both regular meetings with David Webb and larger meetings about the

output from the independent commission and the formation of the new UK Pharmacy Professional

Leadership Advisory Board. We wrote a letter welcoming Sir Hugh Taylor the chair of the UKPPLAB.

We also met Mark Lyonette (CEO) and Andrew Lane

(past chair) and Nick Kaye (Chair) from NPA.

I also met Janet Morrison and Alastair Buxton to learn about the CPE vision for community

pharmacy.

I have represented RPS at several meetings of the Pharmacy Supervision Practice Group.

23/11/ASB/02e - Open

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Internal meetings and events

We hosted a dinner for former RPS presidents and CEOs.

I chaired Appointments Committee and Remuneration Committee and attended Finance and

Investment Committee, Audit and Risk Committee, Education Standards Committee, Science and

Research Committee and Pharmaceutical Press Board.

I have tried to attend RPS webinars and focus groups wherever possible including those on ABCD

and wellbeing.

I have had regular meetings with Paul Bennett the three country directors and Aman Doll.

I have been regularly quoted in various newspapers, websites and the pharmacy press.

Claire Anderson

President

November 2023

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Treasurer’s Report – October 2023

Dear colleagues,

This is my October 2023 Treasurer’s 

 O

Finance teams   

 

S

Overview



 

 the



 , well above that originally











Opera�ng Performance

very  that budgeted

as well as reduced overheads ,





our work towards









 

 



Projects

, 









23/11/ASB/02f - Open

2 | Page





Investments

The worldwide 



succeeded over 





In order to strategy 

  year and 





-term investments, 









Governance



have

directly contributed to several 

 





RPS Dashboard





 team when I say that they or I



Summary

 challenging , 



come, longer-term



Alisdair Jones

Treasurer

October 2023

Assembly Meeting November 2023 23/11/ASB/02g – Open

Title of item

RPS Education & Standards Committee annual

activity report

Open, confidential or restricted Open

Author of paper

Position in organisation

Telephone

E-mail

Anthony Cox

RPS Education and Standards Committee Chair

a.r.cox@bham.ac.uk

Purpose of item

(for decision or noting)

For noting

Item Summary The paper summarises activities of the RPS

Education & Standards Committee in 2023

Related Risk Register item (where

applicable)

n/a

Related RPS Strategy item (where

applicable)

n/a

Resource implications

(where applicable)

n/a

Actions/decisions required of the

Assembly

To note RPS Education & Standards Committee

report

23/11/ASB/02g - Open

Background

This paper outlines the main activities of the RPS Education & Standards Committee

undertaken from January 2023 to present.

The RPS Education & Standards Committee has meet three times in 2023 on: 6

February

2023, 24

May 2023 & 3

October 2023. Prof Anthony Cox continues as chair of the

Committee with the initial three year term of the committee’s membership coming to an end

in 2024. A rolling renewal of the committee has been agreed from 2024 to balance the

introduction of fresh perspectives with institutional memory and expertise.

The Committee has continued to carry out its function of advising the RPS on educational

and professional development matters and providing strategic and expert advice relating to

workforce development and assurance through this period. Additionally, it has continued fulfil

its role of quality assuring RPS assessment and credentialing activity. All meetings have

been quorate, with good engagement of committee members. The following summaries the

main topics of discussion and decisions made in each meeting, with more detailed

comments in each of the the meeting reports for reference. Each meeting also involved the

detailed review and discussion of the credentialing results from the previous reporting

window.

February 2023

• Approval of the RPS annual credentialing report 2022 for publication and

dissemination.

• Decision that any grandparented individuals who are members are not eligible to use

the RPS credentialing affix unless directly assessed by the RPS.

• Approval of the advanced pathway aligned to the RPS Core Advanced curriculum

established in collaboration with the NHSE Centre for Advancing Practice & CPPE.

May 2023

• Approval of a review of the consultant pharmacist post approval process given

operational challenges in its delivery.

• Discussion of the RPS educational strategy from 2024

• Decision to constitute a task and finish group to undertake a vertical review of the

research domain across the RPS curricula in 2024.

October 2023

• Approval of final letter to be sent to Chief Pharmaceutical Officers of England, Wales

& Northern Ireland requesting review of consultant pharmacist post approval process

in 2024.

• A recommendation to the RPS Assembly to close the RPS Faculty service in 2024.

• A recommendation to establish an B2B and B2C model for APCL for RPS

credentialing in 2024.

• Discussion of the RPS A&C strategy (2024-2027) and the 2024 A&C business plan.

23/11/ASB/02g - Open

RPS Education & Standards Committee meeting report

Wednesday 18

October 2023, 2pm – 4pm

Venue: Zoom

Attended

Apologies

ESC Board members:

Lynne Smith (LS)

Anthony Cox (AC) – chair

Ruth Edwards (RE)

Matthew Shaw (MS)

Fiona Hughes (FH)

Heather Smith (HS)

Amareen Kamboh (AK)

Charlotte Richardson (CR)

Ramandeep Sandhu (RS)

Raminder Sihota (RS)

Philip Newland-Jones (PNJ)

Sally Lau (SL)

Debra Roberts (DR)

Claire Anderson (CA)

RPS Staff members:

Rachael Parsons (RP)

Patsy Edwards (PE)

Joseph Oakley (JO)

Carys Nelson (CN)

Rachel Lewis (RL)

Paul Bennett (PB) – for part of the meeting

23/11/ASB/02g - Open

1. Introduction and welcome. Review of previous notes & actions tracker.

AC welcomed everybody to the meeting and introductions were given.

No matters arising were noted from the last meeting that would not be covered by items on the

agenda. Notes were approved as accurate.

JO went over the ESC action tracker showing the progress that had been made since the previous

meeting and also explained any delays in progressing actions had occurred due to staff capacity.

Many of the actions from the previous meeting form the agenda points for this meeting.

JO confirmed that Susan Roberts, Associate Director at NHS Education Scotland, will be taking over

the chair role of APAP following the meeting in December 2023 and will therefore become a co-opted

member of ESC in 2024.

There were concerns raised by the committee about the progress of some actions from the previous

meeting which were delayed in being actioned. JO accepted this was the case and clarified to the

committee that there has been an increase in BAU activity within the A&C team, however, there is a

business case in development as well as an additional role in the draft 2024 budget to increase

capacity in 2024.

2. RPS credentialing activity

A paper summarising the assessment and credentialing data for the previous assessment window

was shared with ESC prior to the meeting. The ESC was asked to review the RPS Faculty, core

advanced credentialing, consultant pharmacist credentialing and consultant pharmacist post

assessments carried out in this reporting window.

This is the first time that the core advanced data has been included in this report, these are

candidates who have come through the first two pilot cohorts of the RPS/CPPE funded pathway.

It was recognised that there has been an increase in applications of consultant post approvals;

however, outcomes are still experiencing significant delays due to the availability of expert reviewers

within the system.

ESC members commented:

• Positive to see more consultant pharmacists coming through from Wales, however is there a

proportionate amount of consultant pharmacists in Wales compared to England given

population size?

• Does the RPS compare the candidates who submit their consultant portfolios to the post

approvals submissions to see if the candidates match?

• Would be an interesting research topic to take a further look into the variation of submissions

and the outcomes depending on the protected characteristics (e.g., age and gender)

• The difference in gender performance is a pattern that is beginning to manifest across

reports, and this must be monitored.

• It’s interesting that domain 5 (research) is still coming through with a low pass rate for core

advanced despite quality improvement activities being

• With pharmacy schools focusing more on the clinical aspects of the degree, especially with

the prescribing changes in 2026, its clear that research and other non-clinical capabilities are

not something that are being prioritised

• Pharmacists are able to apply for National Institution of Health Research funding to be able to

complete research

23/11/ASB/02g - Open

3. RPS Faculty

This is a follow on from the in-person ESC meeting in May 2024 and the discussion that took place

about the allocation of resources that are currently being given in comparison to the low number of

submissions being received.

JO clarified that the decision from the meeting will be a recommendation to be taken to Assembly in

November 2024.

At the time of the meeting, there are 461 individuals in the RPS database who had submitted for

Faculty since its inception. It has been, and will be, made clear to existing Faculty members that any

individual who have passed Faculty will be able to retain their affix even if Faculty were to be closed.

If it is decided for Faculty to be shut down, the aim would be for this to be completed by the end of

2024.

ESC members commented:

• It was a useful options appraisal paper to read through to get an understanding of the

situation

• It is the clear that Faculty is not sustainable from a business or financial perspective so it

would be right to close the programme, especially if only putting through single figure

candidate numbers each year

• Faculty is not the first choice recognition for industry and academic pharmacists; there are

better options within these sectors that have been developed since Faculty started

• Faculty was a route for community pharmacists to be recognised and there is a risk once

closed that there will be no viable option for this important member group. This could also

have further implications on membership numbers. JO explained that post-registration

foundation credentialing should be the opportunity to create value for community pharmacists

(with predominantly community-based candidates in both Scotland and Wales on the national

programmes), especially once the IET changes have been implemented from 2026.

• There must be a better model than the one currently in place for to recognise the whole

profession as continuing to spend £60,000 a year on this isn’t a viable option

• There is a history of decisions happening at the RPS that have caused controversy within the

profession and there may well be people who come forward upset about this, especially those

who would be in a non-patient facing or technical role. A good communication plan around

this change is essential to mitigate upset and provide certainty for candidates who are still in

the process of building a portfolio.

• Is there going to be a way for candidates to get a digital copy of their portfolio to be able to

use for other credentialing activities? JO confirmed that this would be the case.

ACTION: The committee agreed to option 5 (close Faculty immediately); this recommendation will

be taken to the November Assembly. If approved by Assembly, the RPS A&C team will take the

necessary next steps to implement this recommendation.

4. Accreditation of Prior Certified Learning (APCL) strategy

RPS put forward a paper to the Advanced Pharmacist Assessment Panel (APAP) about increasing

the resilience and capacity of the APCL process. Since Core Advanced submissions opened in

August 2023, there has been an 80% increase in APCL submissions.

This has caused some challenges as this a resource intensive activity and the A&C team have been

struggling to get sufficient external validators to meet deadlines

23/11/ASB/02g - Open

The proposal is to move the APCL process from an RPS-candidate to RPS-organisation model. This

will hopefully relieve some of the challenges which the process is creating.

ESC members commented:

• How are the RPS planning to charge an organisation for the APCL; is it is for the course or

each individual candidate? JO confirmed that this would be a one time fee to cover

administrative costs for each course.

• The benefit for the institution would be that that they are paying for the privilege to be on the

RPS directory and would be able to promote the automatic exemptions to credentialing that

their course would achieve

• Both B2B and B2C APCL models need to be developed, especially in the immediate, if there

is not a large number of institutions who sign up for the process straight away then candidates

may be disadvantaged

JO clarified to the committee that if the cost of the APCL process continues to stay with the RPS then

there will have to be an increase in submission fees. It was agreed that a further paper on this matter

would be brought to ESC in early 2024, which also covered:

For candidates who have MSc or a PHD from a UK institution, can there be blanket rules

developed for APCL awarded at consultant and advanced?

ACTION: For the RPS A&C team to introduce a formal Business-to-Business model for APCL

requests from institutions in 2024

ACTION: R

PS A&C team to draft a paper for the next ESC meeting discussing the fee model and

potential more automated blanket rules for UK Level 7 & 8 programmes.

ACTION: R

PS A&C team to report back to the committee in 12 months on how adding the business-

to-business option has impacted the APCL process and associate administrative resources.

5. 2024 A&C business plan

JO gave the panel a short presentation regarding the 3-year strategy (2024-2027) and the more

detailed business plan for 2024 for the A&C team.

ESC members commented:

• The vision is understandable however there is concerns if this would be achievable given the

current levels of staffing capacity and budgetary funding for the A&C team.

• The ambition is great to see and there is a clear business case to be put forward to the RPS

executive for additional resource.

• The vision may be overly ambitious; it is a lot to achieve considering three years isn’t that long

of a time period

• These are great goals for the team to have; however, the RPS may be too late when it comes

to e-portfolio development as the market is relatively saturated after post-covid developments.

• The RPS can’t achieve these goals on their own and needs to work collaboratively with

partners.

• Thought leadership is important for the RPS so resources should be pulled in beyond just the

A&C team to achieve this vision.

• This current A&C strategy is not inclusive to the whole profession especially community

pharmacists, there is nothing that would encourage them to join the RPS or continue their

membership

• Would it be possible for the A&C team to be able to bring the non-NHS pharmacists into their

strategy?

23/11/ASB/02g - Open

• It would be important to look at who is a member of the RPS and what sector they work in

before developing strategies for sectors that don’t want or need it

PB explained that the A&C team and its work have a marginal role in developing the MVP for

pharmacists, especially those working in community and that other RPS products and services are

better placed to incentivise membership for this important sectoral demographic.

Consultant pharmacist post approval review – letter to CPhOs

Following an action from the previous ESC meeting, a letter has been drafted to the Chief

Pharmaceutical Officers for England, Wales and Northern Ireland to request a formal review of the

Consultant pharmacist post approval process. This is in relation to the myriad operational challenges

in delivering the process as defined in the NHS Consultant Pharmacist guidance discussed previously

at the committee.

JO made it clear that this letter is not addressed explicitly to the Chief Pharmaceutical Officer for

Scotland as Scotland is yet to formally adopt the NHS Consultant Pharmacists Guidance. However,

they will be made aware that this letter is being sent.

ESC members commented:

• The process in its current format is driving people away from putting forward consultant

pharmacists’ posts and there has been a rise in the creation of workarounds due to the

administrative burden

Both JO and AC agreed to adding some additional wording to the letter explaining that the current

system is potentially inhibiting the development of consultant pharmacist posts.

ACTION: After minor amendments, the letter will be sent to the CPhOs for England, Wales, and

Northern Ireland.

6. AOB

HS raised a question regarding legacy consultant pharmacists not being able to use the post-

nominals as they hadn’t been assessed by the RPS and that she believed this had been raised by a

group of consultant pharmacists. JO stated that the current approach had already been agreed in a

previous ESC meeting after a letter sent from a group of consultant pharmacists practising in Wales

that a response was sent back to the group with the ESC decision and that there had been no further

updates or communication since this.

PE informed the ESC that the RPS would be having post-registration foundation credentialing

submissions starting in May 2024. Due to time constraints, there will need to be a remote approval of

any FPAP documentation and the role descriptor for panel members prior to the next formal ESC

meeting.

Assembly Meeting 22

November 2023 23/11/ASB/02h - Open

Title

Science and Research Committee Report

to Assembly

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Parastou Donyai

RPS Chief Scientist

Tel: 0207 572 2275

parastou.donyai@rpharms.com

Purpose of item

For noting

Item Summary

The paper summarises activities of the

Science and Research Committee

Related Risk Register item (where

applicable)

Related RPS Strategy item (where

applicable)

Actions/decisions required of the

Assembly

The Assembly is to note the update.

23/11/ASB/02h - Open

2 | Page

SCIENCE AND RESEARCH COMMITTEE UPDATE TO ASSEMBLY

1. Background

This paper outlines Science and Research Committee activities undertaken since November 2022 to

present.

2. Science and Research Committee (SRC) Update

• Science and Research Team updates. New Deputy Chief Scientist (interim), Dr Diane

Ashiru-Oredope, appointed for one year from August 2023 (0.2 FTE) to support the Chief

Scientist, who has a reduced RPS commitment (0.2 FTE) for one year. New Senior

Research Manager, Dr Chris Martin, to join the Science and Research team on 09 November

2023 (0.6 FTE) on a one-year, fixed-term contract. Yen Truong is on extended sabbatical

leave while on a fixed-term contract at the Care Quality Commission, akin to a secondment.

Dr Helena Rosado has left the RPS following her return to Portugal. Lauren Ross was

promoted from Science & Research Officer to Manager role. New Science & Research

Officer (0.6 FTE) being recruited.

• SRC – Meetings held on:

o 07 February 2023

o 05 June 2023

o 09 November 2023

• SRC Chair –Professor Barrie Kellam will step down as Chair of SRC following the

completion of 3 years in that role for the period 2021-2023, inclusive. Following a transparent

recruitment process, Dr Amira Guirguis has been selected as the new Chair of SRC for the

2024-2026 period, inclusive. The appointments committee has accordingly made a

recommendation to Assembly for the formal ratification of this decision in November 2023.

• SRC Terms of Reference –Terms of Reference were finalised at the February meeting and

reflect the current expectations and responsibilities of SRC members, reporting lines, and

terms of office.

• RPS Annual Conference 2023 – Held on 10 Nov 2023, with the theme “Working Together:

Empowering the Workforce to Transform Patient Care”. This year, both research abstracts

and innovative practice examples were accepted for presentation at the conference. The

abstract/innovations call was launched on 04 April 2023 and closed on 05 June 2023.

Abstracts and innovations were independently reviewed by our abstract review panel led

once more by SRC Deputy Chair, Dr Simon White. Successful research abstracts were

published in the International Journal of Pharmacy Practice and presented at the RPS

Annual Conference. Successful innovative practice examples were presented as posters in

the Innovation Zone at the RPS Annual Conference. The Deputy Chief Scientist chaired the

Collaborating with Research Partners stream at the conference which included a

presentation by the OPERA23 awardee, as detailed below.

• Outstanding Pharmacy Early-Career Researcher Award (OPERA) 2023 – Following the

introduction of this new award, 19 applications were received, and 9 nominees shortlisted. Dr

Stephen Kelly, a lecturer in pharmaceutical microbiomics at the Queen’s University Belfast

School of Pharmacy, was awarded the 2023 OPERA. This was announced on the RPS’

website on 21 July 2023. Dr Victoria Speed, senior anticoagulation pharmacist and clinical

informatician at King’s College Hospital and University of Oxford, was also recognised by the

judging panel as ‘highly commended’ for her research. All shortlisted nominees were

featured in the Pharmaceutical Journal.

23/11/ASB/02h - Open

3 | Page

• Harrison Medal Award – The nomination call for the 2024 Harrison Award was opened on

15 May with a closing date of 15 November 2023. The Award panel have been selected and

updates have been completed to the award eligibility criteria and the panel’s the terms of

reference. The 2022 Harrison Medal awardee, Professor Abdul Basit, joins the judging panel.

The 2024 winner will be announced in Spring 2024.

• SRC Working Groups – In the June SRC meeting, the committee discussed and agreed on

the members, chair(s), and scope of the three new SRC working groups:

o Research Across the Profession (Professor Christine Bond & Dr Catherine

Edgeworth (Nee Mackenzie) to Co-Chair)

o Safer Medicines and Safer Medicines Usage (Dr Andy Fox and Dr Yogini Jani to Co-

Chair)

o New Medicines and Emerging Technologies (Dr Oisín Kavanagh to Chair)

• SRC Project Priorities – Following the June SRC meeting, the project priorities have been

identified, with each working group to lead on at least one such project. The current SRC

priorities are update of the ‘New Medicines, Better Medicines, Better Use of Medicines: A

Guide to the Science Underpinning Pharmaceutical Practice’ 2014 Report, the piloting of

pharmacy research-focussed Communities of Practice, and research to inform the debate on

access to medicines via illegal online sources and the availability of fake medicines.

• NIHR Research E-learning modules – Following RPS’s success in securing funding from

the National Institute for Health Research (NIHR) to produce e-learning modules to develop

research awareness and capability in the pharmacy profession, all nine modules have been

developed and released. The final module was released in August 2023. All modules will be

reviewed on a yearly cycle, with SRC members who contributed to the content production

assisting with the reviews. Currently, SRT are analysing the feedback data so far as well as

considering methods for knowledge mobilisation and dissemination of the modules.

• Antimicrobial Expert Advisory Group – meetings were held on 26 January 2023, 25 May

2023, and 28 September 2023. AmEAG worked with the RPS to develop a media plan

raising public awareness about penicillin allergy to support de-labelling initiatives. AmEAG

developed a checklist for pharmacists to support informed conversations, as well as creating

a public facing blog. The media story, launched on 28 September, created widespread

coverage including 130 broadcast mentions and 717 national and international online stories

on the day. AMEAG members were contacted by senior NHS colleagues about the issue,

UKHSA created a news bulletin on penicillin allergy for their staff, the Cabinet Office

requested the story and PFNI also asked for direct involvement in future initiatives.

• SRC members also provide support to other RPS projects, including RPS media

enquiries, SRT support sessions, women’s health evidence summary, RPS educational

events, etc.

Assembly Meeting 22

November 2023 23/11/ASB/02i - Open

ForTitle

Panel of Fellows Annual Report

Open, confidential or restricted

Open

Author

Position

Director responsible

Christine Bond

Chair of the Panel of Fellows

Kate Hopkins

Membership Manager

Neal Patel

Associate Director - Pharmacy and

Membership Experience

Purpose of item

(for noting/discussion/

decision/approval)

For noting

Item Summary

Annual update on the activities of the Panel

of Fellows

Related Risk Register item (where

applicable)

Related RPS Strategy item (where

applicable)

Actions/decisions required of the

Assembly

For noting

23/11/ASB/02i - Open

2 | Page

Panel of Fellows Annual Report

This paper covers:

1. Membership of the Panel of Fellows

2. The Remit of the Panel of Fellows

3. Fellowship nominations submitted to the Panel of Fellows

4. Update on the Activities of the Panel of Fellows

5. Date of next Panel of Fellows Meeting

1. Membership of the Panel of Fellows

As previously agreed by the Appointments Committee, the Panel of Fellows currently

comprises the following members:

Chair

Christine Bond FFRPS FRPharmS

Surinder Bassan FRPharmS

Alexander Daghlian FRPharmS

Mair Davies FFRPS FRPharmS

Barbara Lynn Haygarth FFRPS FRPharmS

Ceinwen Mannall FFRPS FRPharmS

Martin Stephens FRPharmS

2. Panel of Fellows Remit

Under Section 4 of the Society’s Regulations, the Panel of Fellows is given the authority by

the Assembly to designate members to be Fellows of the Society.

The Panel of Fellows was given authority to agree that the seal be affixed to Fellows

Certificates by the Assembly in May 2011.

3. Fellowship nominations submitted to the Panel of Fellows

The Panel of Fellows has designated the following 55 members as Fellows of the Royal

Pharmaceutical Society for Distinction in the Profession of Pharmacy at their meetings on

the 10 November 2022 and 18 May 2023.

November 2022

• Khuloud Al-Jamal

• Rajbir Singh Bajwa

• Neetu Bansal

• Abdul Waseh Basit

• Owain Llwyd Brooks

• Annette (Netty) Victoria Cracknell

• Jennifer Kathleen Dorey

• Aileen Duncan Dunleavy

• Zoe Girdis

• Nicholas John Haddington

• Sophie Elizabeth Harding

• Neil Colin Henney

• Findlay Munro Hickey

• David John Jenkins

• Elen Mai Jones

• Anne Lee

23/11/ASB/02i - Open

3 | Page

• Anna Helen Maxwell

• Andrew Philip Morris

• Hamde Nazar

• Gerard Francis O'Brien

• Peter John Phillips

• Philippa Carrie Roberts

• Sarah Patricia Slight

• Steven David Williams

May 2023

• Darrell Baker

• Timothy Elliott Banner

• Pinkie Chambers

• Robin John Conibere

• Michele Cossey

• Robert Mark Pigott Duncombe

• Ian Mark Stuart Findlay

• Nigel Mark Gooding

• Clair Louise Huckerby

• Fariba Koosha

• Richard Lowrie

• Efthymia (Efi) Mantzourani

• Pamela Margaret Mason

• Alice McCloskey

• Karen Joan Macgregor

• Peter Morgan

• Lynn Grant Morrison

• Sherifat Omowumi Muhammad Kamal

• Roisin O'Hare

• Minesh Harjivan Parbat

• Darren Anthony Powell

• Alison Jane Pyle

• Victoria Ruszala

• Heather Smith

• Catherine Jane Spittle

• Deborah Ann Steven

• Audrey Marjorie Thompson

• Nkiruka Umaru

• Sneha Varia

• Hayley Jayne Wickens

• Hannah Louise Wilton

4. Update on the Activities of the Panel of Fellows

The Panel of Fellows met on 10 November 2022 via Zoom and on 18 May 2023 at the RPS

office in London.

Website

The Fellows pages on the website have been updated for consistency and to emphasise

that nominations are welcomed from all sectors of pharmacy.

The case studies page contains case studies of some recently appointed Fellows

https://www.rpharms.com/rps-membership/fellows/rps-fellows-case-studies.

23/11/ASB/02i - Open

4 | Page

Annual Dinner and Reception

The Annual Fellows dinner was held at HMS Belfast on 18

May 2023. 111 Fellows attended

an evening of networking over drinks and dinner, which also included the award of

certificates to some newly appointed Fellows.

Richard Smith, Chair of UK Health Alliance on Climate Change gave the after-dinner

speech. Booking for the 2024, which will be held at the RAF Club in Piccadilly are already

open.

Newly appointed Fellows, who received their designation in November 2022 and May 2023

are invited to attend the RPS Fellows Presentation Ceremony on 10 November 2023. This

will be held alongside the Annual Conference. The President and CEO will attend the

reception and present the Fellows with their certificates. All Fellows, attending the

conference are this year, welcome to attend the celebratory event.

Local events to celebrate and recognise new Fellows resident in Scotland or Wales have

been held in Edinburgh on September 19

and Cardiff on September 21

Fellows Newsletter

Two Fellows newsletters have been sent: one in February 2023 and one in September

2023.

The newsletters were emailed to all Fellows and included updates on newly appointed

Fellows, a link to the case studies page to find out more about new Fellows and information

on how Fellows can get involved in the work of the RPS. A call for nominations and

information about how to improve the chances of completing a successful nomination were

included, along with a link to the Inclusion and Diversity Survey for RPS Fellows.

Call for Fellowship nominations

A new call for nominations has been launched, 8 weeks prior to the next nomination

deadline, on both the Pharmaceutical Journal and the RPS websites, along with targeted,

sector specific emails and Tweets.

5. Date of the next Panel of Fellows meeting

The next meeting of the Panel of Fellows will be held via Zoom on Thursday 16 November

2023.

Prof Christine Bond FFRPS FRPharmS

Chair of the Panel of Fellows

October 2023

Assembly Meeting 22

November 2023 23/11/ASB/02i – Open

Title

Panel of Fellows – National Honours

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Director responsible

Christine Bond, Chair, Panel of Fellows

Purpose of item

(for noting/discussion/

decision/approval)

For noting

Item Summary

To note the process for assessing National

Honours submissions

Related Risk Register item (where applicable)

n/a

Related RPS Strategy item (where applicable)

n/a

Actions/decisions required of the Committee

To note

23/11/ASB/02i- Open

1 | Page

Royal Pharmaceutical Society - Panel of Fellows

Criteria for providing advice to the RPS on the suitability of nominations for a UK

National Honour

1. Purpose

The Panel of Fellows has been asked to provide advice to the RPS on the

suitability of nominations for a UK National Honour. This paper provides

guidance on the criteria that should be applied when assessing a

nomination. More details on the UK National Honours system and how to

make a good nomination are attached.

2. Mandate

The Panel of Fellows will assess and provide feedback on nominations for

a National Honour when requested by the RPS CEO and President:

3. Criteria for supporting a nomination

Honours recognise and celebrate outstanding achievements. The high-

level criteria specified by the UK Government

for supporting a nomination

are that it makes clear that the candidate has:

• been outstanding in their achievements in public life

• committed themselves to serving and helping Britain

• changed things especially by solid, practical achievement;

• brought distinction to British life or enhanced the UK’s reputation in their area or

activity

and

• been different from others doing the same thing?

4. Process for assessing a nomination

Nominations for a National Honour are submitted to the RPS Membership

Team in the first instance.

The President and CEO will then be approached to make a ‘first glance’

assessment to ensure there are no obvious reasons why it might not be

appropriate to endorse.

Nominate someone for a UK national honour - GOV.UK (www.gov.uk)

23/11/ASB/02i- Open

2 | Page

The Panel of Fellows will then be asked for their recommendations on

potentially suitable nominations. Nominations will be assessed at the next

meeting of the Panel of Fellows following the same standard process used

for assessing nominations for RPS fellowship.

Under exceptional circumstances, and at the discretion of the Chair of the

Panel of Fellows, a nomination may be assessed outwith a normal

meeting.

5. Recommendations

The Panel of Fellows will recommend to the President and CEO whether

the nomination should be endorsed or declined including a rationale for the

decision. The recommendation will be communicated to the RPS

CEO/President by the Secretary of the Panel of Fellows.

Where the recommendation is to endorse, the CEO’s Office/Governance

Manager will prepare a suitable letter of support and provide to the

Membership Team who will liaise with the proposer. The proposer will then

take the nomination forward in accordance with the Cabinet Office National

Honours process.

Where the recommendation is not to endorse, a suitable statement will be

provided to the proposer via the Membership Team.

23/11/ASB/02i- Open

3 | Page

Background information on making a nomination for a national

honour based on the Cabinet Office Guidance

The honours system recognises people who have:

• made achievements in public life

• committed themselves to serving and helping Britain

They’ll usually have made life better for other people or be outstanding at what they

do.

They must still be actively involved in what you’re nominating them for. The only

honours which can be awarded after someone’s death are gallantry awards.

What people get honours for

People get honours for achievements like:

• making a difference to their community or field of work

• enhancing Britain’s reputation

• long-term voluntary service

• innovation and entrepreneurship

• changing things, with an emphasis on achievement

• improving life for people less able to help themselves

• displaying moral courage

Honours are given to people involved in fields including:

• community, voluntary and local services

• arts and media

• health

• sport

• education

• science and technology

• business and the economy

• civil or political service

You need to show

How the candidate has changed things, brought distinction to British life or enhanced

the UK’s reputation in their area or activity. Provide evidence of what the candidate

has done and how they’ve made things better for others.

Who deserves an honour?

How to write a nomination (HTML) - GOV.UK (www.gov.uk)

23/11/ASB/02i- Open

4 | Page

Honours recognise and celebrate outstanding achievements. There are always fewer

honours than people who deserve them and because they are rare, they should be

reserved for people:

• who have changed things especially by solid, practical achievement;

• whose work has brought distinction to British life or enhanced the UK’s

reputation in their area or activity.

Give examples of how they have demonstrated outstanding quality. Show how your

candidate has:

• contributed in a distinctive way to improving the lot of those less able to help

themselves

• devoted themselves to sustained and selfless voluntary service

• shown innovation or creativity in delivering lasting results

A good nomination should also describe as vividly and precisely as possible the

difference the candidate’s ir contribution has made. Try to answer the following

questions

• how were things before they began?

• how are they now?

• what makes your candidate different from others doing the same thing?

Give details to support these claims. Show how the candidate has:

• earned the respect of their peers and become a role model in their field

• produced, perhaps against the odds, sustained achievement which has

required moral courage, vision, the ability to make tough choices or

determined application and hard work

A good nomination should not be:

• an extended CV

• a list of educational achievements

• a list of appointments, awards or posts

• a job description showing what the person is meant to do

You’ll also need:

• your nominee’s name, age, address and contact details

• details of relevant work or volunteering they’ve done

• details of any awards or other recognition they’ve received

• 2 supporting letters to back up your nomination - these should be from

people who know the nominee personally

You can include any evidence you have of recognition your nominee has received for

their achievements, for example articles, photos or letters.

23/11/ASB/02i- Open

5 | Page

Health and Social Care

The membership of the health and social care committee who would be most likely to

judge an application for a member of the pharmacy workforce is currently (as of 2023)

as follows:

Professor Dame Jane Dacre DBE - Professor of Medical Education, University College

London and President, Medical Protection Society (independent chair)

Independent members:

• Sir David Behan CBE – Chair, Health Education England

• Professor Sir Leszek Borysiewicz – Chair, Cancer Research UK and Vice-

Chancellor Emeritus, University of Cambridge

• Dr Henrietta Hughes OBE - lately National Guardian for the NHS

• The Baroness Harding of Winscombe - Chair of NHS Improvement

• Professor Karen Middleton CBE - Chief Executive, Chartered Society of

Physiotherapy

• Professor Iqbal Singh CBE - Chair, Centre of Excellence and Safety for Older

People

• 1 x Vacancy

Official members:

• Professor Sir Chris Whitty KCB - Chief Medical Officer (England)

• Shona Dunn – Second Permanent Secretary, Department of Health and

Social Care

• Judith Paget CBE - Director General, Department for Health, Social Services

and Children, Welsh Government

Assembly Meeting 22

November 2023 23/11/ASB/02j - Open

1 | Page

Title

Membership Committee Annual Report

Open, confidential or restricted

Confidential

Author

(include email/phone)

Position

Director responsible

Nick Thayer

Chair of the Membership Committee

Kate Hopkins

[email protected]/

02075722470

Membership Manager

Neal Patel

Associate Director - Pharmacy and

Membership Experience

Purpose of item

(for noting/discussion/decision/approval)

For noting

Item Summary

Annual update on the activities of the

Membership Committee

Related Risk Register item (where

applicable)

Related RPS Strategy item (where

applicable)

Actions/decisions required of the

Assembly

To note

23/11/ASB/02j - Open

2 | Page

Membership Committee Annual Report

This paper covers:

1. Membership of the Committee

2. Remit of the Membership Committee

3. Membership applications referred to the Membership Committee

4. Existing memberships referred to the Membership Committee

5. Non-GPhC related cases

6. Appeals

1. Membership Committee members

Chair:

Nicholas Thayer MRPharmS

Gazala Akram FRPharmS

Rachael Fallon MRPharmS

Sandra Gidley FRPharmS

Sandra Hall MRPharmS

Michael Keen FRPharmS

Joanne Loague MRPharmS

Tin Wai Ng MRPharmS

Parag Oza MRPharmS

Minesh Parbat MRPharmS

Richard Strang MRPharmS

Jessica Thompson MRPharmS

Komal Vadday MRPharmS

Barbara Wensworth FRPharmS

Ellen Williams FRPharmS

The Membership Committee held their annual meeting via Zoom on 05 January 2023.

Routine business of the Committee is carried out using Box to share documents, followed

by a Zoom meeting to discuss the case.

Appointment process for vacant Committee places

Anne Boyter and Paul Jenks (Chair and Vice Chair) stood down in 2022 and Nicholas

Thayer was appointed Chair by the Appointments Committee. Membership Committee

members were asked to express their interest in the Deputy Chair position and Richard

Strang was appointed Vice Chair.

2. Remit of the Membership Committee

The Membership Committee was established in March 2011 to provide staff with support

and guidance when reviewing non-standard membership applications as well as existing

memberships. They take referrals of complaints about member conduct, hear appeals

relating to membership and recommend appropriate and proportionate resolutions in

accordance with Society rules.

All standard applications are reviewed and processed by the Society’s membership team.

Applications from people who have been suspended or removed from the GPhC register of

pharmacists because of a fitness to practice issue are passed to the Membership

Committee for consideration. In addition, the membership team reviews existing

memberships and refers any members who have either been removed or suspended from

the GPhC register to the Membership Committee for consideration. The Membership

Committee can re-classify an existing membership from Fellow or Member to Associate or

can deny or remove membership, where appropriate. The Membership Committee also

23/11/ASB/02j - Open

3 | Page

takes referrals related to the conduct of a member of the RPS raised either by other

Members or Fellows or by the RPS through the Assembly or the Chief Executive as covered

in the RPS Governance Document.

While it would be unacceptable for the Society to admit or keep members who damage the

reputation of the profession and its professional body there is a role for the RPS to play in

providing support and guidance to individuals seeking re-admission to the register. The

option to re-classify a member means that an individual can still access this support and

guidance available from the RPS to enable them to do this.

There is a wider future role for the Membership Committee in supporting the Membership

function of the RPS executive, providing insight and practical experience to the offer the

RPS makes to it's members. In particular, understanding and articulating the benefits of

membership to the profession and the importance of it, as part of being a professional. This

potential will continue to be explored next year.

3. Membership applications

There have been no applications for membership since October 2022 from anyone who has

been suspended or removed from the GPhC register.

4. Existing members

There have been no new membership reviews of members who have been suspended or

removed from the GPhC register between October 2022 and September 2023.

There has been one request from a member who had previously had their case reviewed

and subsequently had their membership category changed to Associate to have their

membership status reinstated to Member.

Background

Membership Committee

Decision

What happened

next?

The member was suspended

from the Register for four

months from May 2022

because they prescribed

inappropriate medications,

did not have the authority to

prescribe this medication and

had failed to carry out

adequate checks regarding a

patient’s medication.

The Committee regraded the

Member to Associate and

advised them that they could

reapply as Member in six

months’ time when they are

registered again.

When they had been readmitted

to the Register, the member

contacted the membership team

to ask that the Membership

Committee consider reinstating

their Member status. The

member submitted a reflective

account and additional

documentation to demonstrate

why they should be regraded

back to Member. The

Membership Committee

reviewed the documentation and

agreed to reinstate their

Member status

They remain an RPS

Member and remain

on the GPhC register.

23/11/ASB/02j - Open

4 | Page

5. Non GPhC related cases

The Membership Committee did not review any non GPhC related cases between October

2022 and September 2023.

6. Appeals

There have been no appeals to reconsider a decision made by the Membership Committee

since October 2022.

Nicholas Thayer MRPharmS

Chair of the Membership Committee

October 2023

Assembly Meeting 22nd November 2023 23/11/ASB/02k - Open

Title of item

Report from the Commonwealth Pharmacists

Association to the Royal Pharmaceutical Society

Assembly, November 2023

Open, confidential or restricted Open

Author of paper

Position in organisation

Telephone

E-mail

Victoria Rutter

Executive Director (CPA)

Beth Ward

Strategic Lead: Workforce Capability Building (CPA)

07961 436154

victoria.rutter@commonwealthpharmacy.org

Item to be led at the meeting by n/a

Purpose of item

(for decision or noting)

The Assembly is asked to:

1. Recognise the shared vision of RPS and CPA

2. Receive an update on the CPA’s key achievements

and areas of alignment during 2022/23

3. Consider joint working opportunities aligning with

the future RPS international and/or CSR strategy.

Risk implications

(where applicable)

N/A

Resource implications

(where applicable)

N/A

Headline summary of paper

Commonwealth Pharmacists Association:

Activity update and opportunities for collaborative

working for mutual benefit

23/11/ASB/02k - Open

2 | Page

1. BACKGROUND

This report is an update from the Commonwealth Pharmacists Association (CPA), and a follow up to

previous annual papers submitted to the Royal Pharmaceutical Society (RPS) Assembly.

2. MAIN CONTENT

2.1 OUR

SHARED VISION

RPS

CPA

Mission

‘To put pharmacy at the forefront of

healthcare’

‘Empower pharmacists to improve health

and wellbeing throughout the

Commonwealth’

Vision

‘To become the world leader in the

safe and effective use of medicines

‘To lead and develop the pharmacy

profession across the Commonwealth’

Table 1: The shared missions and visions of the RPS and CPA

The CPA is the leading global network of pharmacists across the Commonwealth. The RPS is the

leading professional body for pharmacists in Great Britain and highly regarded as a world leader for

the profession. Both seek to develop, empower and raise the profile of the profession and support the

safe and effective use of medicines, for the benefit of the general public.

In the face of Brexit, as we continue through a phase of benefits realisation, there is an increase in

activity and emphasis on the Commonwealth. The Commonwealth covers one third of the world’s

population, over every continent, and encompasses many rapidly evolving economies. The CPA’s

members are the National Pharmacy Associations (NPAs) of the 56 Commonwealth nations, equating

to a reach of over 1 million pharmacists. Based on a strong heritage, and where there is alignment in

goals, the ‘special relationship’ that has developed between the RPS and the CPA allows the CPA to

support the development of a RPS international strategy through its networks with member

organisations and relationships with governments and policy makers. The CPA was established in 1970

by the RPS, which set the scene for establishing a partnership agreement and continued close working

relations after the CPA became an independent charity in 2015.

An accredited organisation of the Commonwealth, the CPA is a registered charity, leading and

developing the pharmacy profession to benefit the people of the Commonwealth. The CPA works

collaboratively across the Commonwealth to develop the pharmacy workforce and build capacity

through education and training; strengthening healthcare systems to ensure the safe and effective

use of medicines, prevention of disease and promotion of healthier lifestyles; and advocating for and

on behalf of the profession, embedding pharmacists at all levels of medicines management. The CPA

has a growing collaboration plan with WHO and is in special relations, ensuring the strategic

alignment of the CPA’s work to delivering the Sustainable Development Goals (SDGs).

The COVID-19 pandemic has shone a light on the key work our profession does in terms of access to

medicines, vaccines and information and this has caused both challenges for the profession globally

but also greatly enhanced their visibility. The CPA’s affiliated status with the Commonwealth and the

unique connections to Commonwealth health ministers and Heads of State have resulted in extremely

successful advocacy drives over the last five years, raising the profile of pharmacy and culminating in

23/11/ASB/02k - Open

3 | Page

the development and implementation of several CPA initiatives, most notably the Commonwealth

Partnerships for Antimicrobial Stewardship (CwPAMS).

The CPA also continues to build on a strong

collaborative relationship with the International Pharmaceutical Federation (FIP), and last year ran a

very successful joint webinar series on antimicrobial resistance (AMR) as part of world antimicrobial

awareness week to pilot new ways of working. This year a CPA delegation of four attended the FIP

conference in Brisbane, hosting over 20 stakeholder engagement meetings, presenting our work and

participating in the main conference programme. It was a great opportunity to connect with RPS

delegates there and particularly to introduce the RPS president and CPA trustee Claire Anderson to

many of our key stakeholders across the globe.

This report describes the strategic direction of the CPA from 2023 onwards, highlighting the work

delivered by CPA over the past year and identifying areas of alignment and possible future work

between the CPA and the RPS. A more in-depth summary of the CPA’s activities can be provided upon

request.

2.2

CPA STRATEGY

In 2023, following the launch of the CPA Strategy in 2021, the CPA has undergone a significant

restructure to help future-proof the organisation, and as part of this process have re-defined our

strategic goals, which clearly align to those of the RPS (Figure 1). We have also reclassified our core

programmes of work to align to the new organisational structure Figure 2.

Figure 1: CPA’s Strategic Goals

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4 | Page

Figure 2: Overview of the CPA core programmes, classified according to the primary strategic

goal

The strategy, underpinned by robust research, monitoring and evaluation, delivers the core benefits

offered to our members, to the profession as a whole and the communities they serve, across the

Commonwealth.

2.3 KEY ACHIEVEMENTS IN 2023 AND OPPORTUNITIES FOR COLLABORATIVE WORKING IN 2024

It has been another very productive year for the charity, with global stakeholder engagement,

strategic projects and operational activity continuing to increase exponentially. The complete update

on the CPA’s activities over the last year will be published on the Charities Commission website

imminently as per mandated annual reporting requirements. The remainder of this report highlights

key areas of existing RPS and CPA collaboration, and further opportunities for closer working.

2.3.1 Health Education England’s Global Strategy 2022 – 25

In 2017, the CPA established and led the Pharmacy and Medicines Task Force for the Health Education

England’s (HEE) global strategy The CPA was instrumental in ensuring that RPS was a key stakeholder

from the outset of this work, and contributed to the development HEE’s updated global strategy,

published in 2019.

As we emerge from the pandemic and HEE refocuses on implementation of their global strategy, there

are numerous opportunities for collaborative working through the establishment of opportunities for

global electives for UK based pharmacists and training options for pharmacists from overseas. Initial

market research has shown these groundbreaking new opportunities would be highly valued by the

pharmacy workforce. To further facilitate global working opportunities, through this Taskforce, CPA

and RPS have led key strategic conversations with the GPhC and international regulators regarding the

re-establishment of reciprocal working arrangements for pharmacists from certain Commonwealth

countries. In the context of workforce shortages resulting from Britain’s EU exit, this would result in

significant benefits for both individual pharmacists and global workforce systems.

CPA continues to facilitate RPS involvement in these critical discussions.

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5 | Page

2.3.2 Commonwealth Partnerships for Antimicrobial Stewardship, and the RPS Annual Conference

The award winning Commonwealth Partnerships for Antimicrobial Stewardship (CwPAMS)

programme to support pharmacists lead multidisciplinary efforts to tackle the global health threat

ofAMR, established in 2018, is funded by the UK Department of Health and Social Care’s (DHSC)

Fleming Fund and run by CPA in partnership with the Tropical Health Education Trust (THET). The

success of this programme was recognised through additional funding and programme extension in

2021, 2022, and 26 new partnerships between UK health institutions and those in 8 African countries

funded in 2023. The CPA leads the technical aspects of this programme. The RPS AMR EAG and

Hospital EAG were active in promoting this significant funded opportunity to RPS members,

supporting the call for UK partners.

This programme has demonstrated a significant impact on:

● Progression towards Global AMR Action plans

● Development of leadership capacity and capability in both UK and African pharmacists

● Benefits to health systems in Africa and the NHS

To disseminate learning and inspire RPS members and colleagues working in low and middle income

countries (LMIC) across the Commonwealth, the CPA are delighted to have been invited to curate

content for the ‘working with international partners’ stream of the RPS Annual Conference.

Working with the previous RPS Associate Director of Education, the CPA invited the NHSE Director of

Global Engagement, NHS and African pharmacy-led partnership teams, and an NHS Chief Pharmacist

(employer) to share experiences and global perspectives with RPS members.

The CPA welcomed the offer to invite pharmacists from LMICs as virtual delegates to attend the

conference, to support the learning and development of colleagues from these countries, and build

RPS’ brand awareness and reputation in these countries.

Examples of thanks shared by national pharmacy associations across these LMIC include:

“We are so happy and excited to participate in the event. Thank you so much for sharing this

opportunity from RPS with us. We really appreciate it!”

“Thank you for this tremendous offer. Our members will appreciate taking advantage of this

opportunity.”

CPA are keen to continue this collaboration in 2024 to further strengthen RPS’ international

presence, and support the development of the pharmacy profession globally through the provision

of learning and networking opportunities for colleagues in LMIC.

2.3.3 Global Leadership Fellowship Programmes

In 2019, the CPA, in partnership with NHSE, established the Chief Pharmaceutical Officer’s Global

Health Fellows (ChPOGHF) Programme, to support the development of leadership skills in UK

pharmacists who were part of the CwPAMS partnerships. The second cohort of the Fellowship

graduated in December 2022, and funding is currently being secured to launch the third cohort in

January 2024.

Building on this success, in October 2023, following a competitive recruitment process, 30 pharmacists

commenced our groundbreaking new AMS African Leadership Fellowship Programme based on the

UK programme, to provide the same opportunity for leadership development to pharmacists based in

8 CwPAMS countries in Africa: Ghana, Kenya, Malawi, Nigeria, Sierra Leone, Tanzania, Uganda and

Zambia.

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The long-term vision for pharmacists trained through this programme is to establish a cohort of

leaders who implement their leadership skills to drive the continuous improvement of health systems

in their countries, building a more sustainable, local workforce.

This flexible advanced practice training programme is aligned to both FIP and WHO global competency

standards, and has been designed such that simple modification will result in new leadership training

programmes in other key clinical areas.

In November 2023, a further bid for funding was submitted for the delivery of an Advanced African

Leadership Programme specialising in Education and Training.

There is significant potential for the RPS to provide certain aspects of these programmes. In October

2023, we tested a collaboration with RPS to deliver a mentoring training session to the cohort of

African Leadership Programme pharmacists, repurposing existing RPS materials. Early feedback has

demonstrated success, therefore the CPA will look to seek funding to incorporate RPS mentoring

training into future programmes.

This approach is mutually beneficial, and supports building RPS’ international brand, reputation,

and generating income, with existing resources being utilised. CPA welcomes opportunities to

broaden this collaboration.

2.3.4 Education and Professional Development Opportunities

2.3.4.1 CPA CPD Platform

The CPA continues to support and drive the education of pharmacists around the Commonwealth (and

globally) through its Continuing Professional Development (CPD) online e-learning platform.

CPA provides its LMIC member organisations, and other countries where funded externally, with free

access to this platform, as a member benefit of their in-country National Pharmacy Association.

To date, over 10,000 pharmacists from 22 countries have been onboarded and provided with access

to 7 CPD courses in communicable and non-communicable disease areas, including antimicrobial

stewardship and malaria. Upon completion of courses, learners are awarded certificates which are co-

badged as CPA and the relevant National Pharmacy Association, to demonstrate the value of

membership with their own National Pharmaceutical Society.

Following discussions with National Pharmacy Associations at FIP Congress in September 2023, the

CPA has commenced work to obtain in-country CPD accreditation of content, where appropriate, to

drive further engagement with resources, and ensure alignment with in-country CPD/Revalidation

requirements.

CPA has secured funding to expand its library of content and further develop platform functionality.

CPA’s approach to CPD development and delivery provides extensive collaborative opportunities with

the RPS. During the pandemic, the CPA and RPS tested a model whereby existing RPS content was

repurposed into certified CPD resources for pharmacists across the Commonwealth. A total of 458 of

the pharmacists from across the Commonwealth who registered on the RPS website successfully

completed these modules, receiving a co-badged CPD Certificate as a result of this very simple low-

cost initiative.

CPA would welcome further collaborations with RPS to facilitate expansion of its international

presence.

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2.3.4.2 Increasing LMIC access to UK training programmes

With increasing demand for education, training and support across the nations, the CPA continues its

collaboration with University College London Hospitals NHS Foundation Trust (UCLH), offering 60 free

places to Commonwealth Pharmacists, on the ‘UCLH Fundamentals of Critical Care’ course. This highly

popular programme has received over 700 applications this year, illustrating the demand that exists

for upskilling and specialising in aspects of clinical care.

In 2024, the CPA plans to apply for funding to support a larger cohort, again illustrating the potential

of collaborative working should the RPS have similar training programmes that could be expanded

to a LMIC audience.

2.3.4 Regional Engagement Plan

The CPA has established a Commonwealth pharmacists network through their connections to the

National Pharmacy Associations, who are our members. This community was strengthened during the

COVID-19 pandemic, with the increased use of digital platforms facilitating engagement in new ways.

Building on this, the CPA are now developing a 2-year face-to-face regional engagement plan, working

with member organisations to provide support for national conferences and events, either virtually or

in person, offering content curation, delivery and delegate recruitment opportunities.

This approach has been pioneered with RPS’ 2023 Annual Conference.

We are now working with the Indian Pharmaceutical Association to develop a training workshop for

delivery at their National Congress in March 2024, an offering which we are planning to extend to

other national conferences

Wherever possible, CPA will prioritise and approach RPS and other member organisations as

educational partners for these sessions.

2.3.5 Accessible Medicines Information

2.3.5.1 PharmAID

PharmAID has established and enhanced RPS’ reputation in many Commonwealth countries. Set up in

the 1970s, PharmAid annually redistributes recent copies of pharmaceutical books from the UK to

National Pharmacy Associations (NPAs) across the Commonwealth. The NPAs distribute these books

to pharmacists working in medicines information, community pharmacies, clinical practice and

training environments. The most frequently cited use of the books is to check paediatric doses and

safety of drugs in pregnancy and lactation. By accessing credible and reliable resources of medicines

information, pharmacists are able to optimise medicines management, ensuring better care for

patients and in turn improving professional practice in resource-poor settings.

Over 5000 books were donated during 2022-2023 and – many of these were kindly provided by the

Pharmaceutical Press and NICE. The CPA continues to reassess how best to deliver this offering in a

digital age, especially with the current challenges of rising shipping costs and other environmental

pressures. Some of the most resource-poor Commonwealth countries can already access the BNF

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8 | Page

digitally via the WHO’s HINARE arrangement, however there are still issues with connectivity in many

areas.

CPA would welcome further discussions with RPS on evolving the PharmAID programme in the

context of a digital age.

2.3.5.2 Antimicrobial App

In October 2022, the CPA launched the Prescribing Companion App as part of the Surveillance and

Prescribing Support for Antimicrobial Stewardship Resource Capacity Building (SPARC) programme.

With capability to be used offline, in remote locations, the App promotes the use of and facilitates

access to national standard treatment guidelines giving digital bedside access to national

antimicrobial prescribing guidelines. Over 2023, the App has been deployed across 22 countries in

Africa and Asia, with the support of in-country consultants and App champions.

There is significant potential for RPS and CPA to collaborate in providing similar accessible medicines

information via digital resources in the future.

3. RECOMMENDATIONS FOR 2023 ONWARDS

RPS and CPA’s Partnering Charter documents the close and special relationship between the two

organisations. Leveraging the shared expertise, data and insights provides a significant opportunity to

deliver education, training and development support that is beneficial to patients, the public, and the

pharmacy profession in the UK and globally.

It is important to note that the CPA’s impressive progress this year, until recently, has been made with

a team of two part-time employees, a supporting team of project-based consultants and some willing

volunteers. The RPS has supported 50% of one of these employment posts with an annual grant, and

in return the CPA have waived RPS’ CPA membership fee. CPA are grateful for this support, which has

enabled the charity to grow and develop significantly, from from £40k to £1m turnover in the last 7

years. This demonstrates the appetite for workforce development support, and the significant funding

opportunities currently available.

This paper highlights key areas for RPS and CPA collaboration, to facilitate the development and

growth of RPS’ membership, reputation and reach both in the UK and globally. Further, CPA would

welcome closer engagement with RPS Fellows, Retired Pharmacists Group, and wider RPS groups and

networks, to enhance RPS’ member benefits through CPA’s global opportunities.

Therefore, the CPA recommends RPS consider investing resource, either internally or via the CPA, to

scope the breadth of opportunity available, with a view to establishing an international strategy

aligned to its strategic priorities and Royal Charter objectives. This would help to secure the viability

of both organisations for the future.

Assembly Meeting 22

November 2023 23/11/ASB/02l Open

Title

Health and Safety Annual Report

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Victoria Jennings, Incentive Facilities

Management

Workplace Account Manager

Purpose of item

Update for noting

Item Summary

H&S annual update for Assembly

Related Risk Register item (where applicable)

Related RPS Strategy item (where applicable)

Actions/decisions required of the Assembly

None

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23/11/ASB/02l - Open

Health & Safety Update Report 2023

Purpose

To inform the Assembly of the status of the Health and Safety activities in 2023.

Action required

The Assembly is asked to note this update.

Background

The operational responsibility for Health and Safety (H&S) sits with Workplace Account

Manager led by Victoria Jennings after outsourcing to a specialist Incentive Facilities

Management on 1

July 2021.

Key activities since the last update have been as follows;

• London office

- Connected Intelligence project is in operation with a live dashboard (in process of

casting to screens in and around the office)

- LED lighting upgrade was completed in Q1

- Urinals on the ground floor were put back in action

- Various electrical works throughout the year to support with the ever changing

technological and physical needs of the business

- Vital heating vessel replacements and remedials completed

- Library and atrium décor touch-ups on lower levels completed

- Signage upgrade completed

- Basement clear-out & organisation continues

- Refuge alarm panel repairs conducted

- Lift repairs completed

- Intercom and electrical door faults replaced/rectified

- We had several contractor changeovers, all of whom have now settled in and are

performing well

- BMS software was upgraded to enable supporting the Connected Intelligence

project to monitor, measure and improve the performance of the office at 66ES

and provide a carbon footprint of the London office for the RPS.

- CCTV & Access Control software & some hardware was upgraded in March/April

with revised access control cards issued to staff enabling improved security

- L8 Legionella remedials have taken place including replacement of TMVs and

removal of dead legs and are being monitored. Next sampling due in January

2024

- Solar film installed on ground floor reception area to a total of 8 window panels

which has reduced significantly the amount of heat and glare produced from the

sun

- Fire Risk Assessment (FRA) remedials scheduled to commence in November

and due for completion in Q1 2024; this includes implementing fire stopping

measures of 52 locations, fire doors of which 20 require remedy and several fire

dampers

• Cardiff office

- Replacement of faulty condenser units on the A/C. Entire units failed completely

which resulted in the inability to maintain/control heating within the office which

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20/11/ASB/02l - Open

was high risk given that the server is in the open office and requires

control/monitoring.

- Removal of unused cleaning substances. All other substances kept in lockable

cupboard

- L8 RA revision – Tolerable Rating. All dead legs removed and remedials actioned

- Water Heater replacement in toilet

- Investigations on electrical faults on G/F and F/F water heaters. G/F water

isolated because of a leak – remedials completed.

- Faulty emergency light fixtures/fittings replaced

- Replacement and upgrading of security equipment completed

- Installation of additional emergency lighting equipment to meet compliance

requirements completed

• Edinburgh Office

- Fire Panel replacement owing to faulty and obsolete existing panel

- Garage refurbished and has been let generating additional income

- Fire escape route tidied from overgrown plants causing trip hazards and

emergency signage added.

- Rear fire escape final door lock to be replaced with push bar/thumb lock

- Emergency light remedials completed

- Mains water supply protected with lagging/insulated materials

- Water tank has been removed due to high risk of legionnaires, additional

pipework has been installed as a result.

Health and Safety Update Report

Summary:

Safety, health,

environment and

quality (SHEQ) audit

London

Completed – April 2022

Score – 87.54%

Outstanding Actions – 0

Edinburgh -

Completed – October 2022

Score – 91.3%

Outstanding Actions – 0

Cardiff -

Completed – July 2022

Score – 80.29%

Outstanding Actions – 0

Accidents in the work

place

London

There was an incident of an event attendee getting hand

sanitiser in their eye. First Aid was given with washing out the

eye and issuing eye wash.

There was also an incident where an individual on work

experience fainted, emergency services were contacted and

advice from them followed.

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20/11/ASB/02l - Open

Edinburgh & Cardiff

None reported

Near Misses

London - Several near misses with the automatic doors in

reception – manifestation dots have been added to these

doors.

Similar issue with the newly installed swing door on 3

floor –

manifestation dots also placed on the door.

Few trips on the floor mats placed on the entrance ramp.

Edinburgh – near miss trip hazard with the carpet at the top of

the stairwell

Cardiff

None reported

First Aid

London

All first aid top-up training is required

Edinburgh

First aid top-up training is required

Cardiff

First aid top-up training is required

Fire Evacuations

London

September 2023 next drill due in March 2024

Edinburgh

June 2023 next drill due in December 2023

Cardiff

Next drill – Imminent – Unable to conduct drill when there are

too few staff onsite. Fire alarm is tested weekly.

A suitable date/time when there will be more than 5 people

present in the office so we are able to plan an evacuation drill.

Annual Fire Risk

Assessments

London

Fire risk assessment review carried out 21

September 2022

and rated tolerable. Review of this due in 2024

Edinburgh

Risk assessment review carried out 31

August 2022. Review

of this was carried out on 19

October 2023 with 4 actions to

be taken which have been requested with our contractor for

immediate attention.

Cardiff

Risk assessment carried out 25

July 2022 and rated

tolerable.

Fire wardens

London

Tenants responsible for 1

& 2

floor.

IFM responsible for Basement & Ground floor. RPS

responsible for 3

floor. 4

Floor – as no permanent desks in

situ any meeting taking place formal/informal will be the hosts

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20/11/ASB/02l - Open

responsibility to act as fire warden and the online e-learning

will be sufficient for this.

Annual Fire Warden refresher training required for all through

online training as bare minimum.

L8 (legionnaires)

London

Conducted 5

September 2023 with 5 actions to be taken

which have either been remedied or are in progress.

Edinburgh

Review conducted 19

October 2023 with no actions to be

taken.

Cardiff

Completed on 26

July 2022 and further review on 2

March 2023 with a tolerable rating. Remedials include

removal of dead legs and tank.

1 Return to 66ES

• 66ES has been open for 5-days per week since the beginning of September 2021.

With occupancy numbers steadily increasing.

• Staff are continuing to make good use of the various meeting rooms on L3/4 &

ground with them regularly in use on an ad hoc basis as well as being booked up.

• Most popular days in the office is Tuesdays and Thursdays. Generally, people are

coming in for a day or two but not staying after 18:00. Mondays and Fridays remain

the quietest days and barely reach double figures. Tuesday and Thursday are

relatively consistent and the busiest days with averages of 46-65 people in

attendance.

2 Office reconfiguration

• Meeting rooms, pods, boardroom and spaces within the office being utilised on some

days to full capacity.

• Hospitality requests to support meetings and events is on the rise. A proposal for

hospitality provisions has been submitted with a phased approach to support demand

as it grows.

• With more people returning to office working and RPS enforcing an amount of

working days in the office per month, we are now seeing a need to increase

workstations and a plan for this has been submitted. Changes to the office will be

made in phases to support demand.

3 Level 1 and 2 Office Letting Update

• Ingeus are our tenants and have been in situ since January 2022

• Feedback remains very positive

• Ingeus visitor numbers are consistent and manageable. Language barriers remain a

challenge for Ingeus visitors who often struggle with English.

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20/11/ASB/02l - Open

4 Office Clear Out

• Good progress made on clearing out the office and continues.

• Some furniture has been placed on sale and some items have been sold with others

being donated to charity.

• Other office items no longer required by RPS will be donated to local charities and

any local start-up business that may benefit.

5 Completed projects

• Please refer to activity list on Pg 1 of this document.

6 NEW Risk Implications

• London – Maintenance and Defects – Remedial works taking place post

audits/PPMs. Age of plant and equipment. Further leaks from roof.

• Scotland – Maintenance and Defects – Cracked glass roof which leaks & chimney.

• Wales – Maintenance and Defects – Remedial works taking place post audits/PPMs.

Age of plant and equipment.

7 Facilities Contract Update

• Incentive Facilities Management team have been working hard to ensure all three

buildings are fully compliant and all necessary remedials are being attended to. IFM

are now well established in all offices and we remain compliant on all three sites

working towards industry best practice standards.

• Incentive has undergone two mergers and are in final transition stages to become

OCS Group which opens IFM up to a wider range of contractors and preferential

rates.

• We are in the 3

year of our contractual agreement and consideration should be

made for a continuation of services provided going forward.

2024 Effective Dates

National Boards

The 2024 effective date for each Board will be 00.01 on the day of the respective Board’s summer

induction/planning meeting. Retiring Board members will leave office at the same time.

English Pharmacy Board 18th June 2024

Welsh Pharmacy Board 18th June 2024

Scottish Pharmacy Board 18th June 2024

Assembly

The 2024 effective date for Assembly will be 00.01 on the day of the summer Assembly meeting.

Retiring Assembly members will leave office at the same time (unless they have alread failed to remain

elected to theirrespective National Board)

Assembly Induction Day 16

July 2024

Alison Douglas

Governance Manager

23/11/ASB/02m - Open

Assembly Meeting 22nd November 2023 23/11/ASB/02o - Open

Title

Inclusion and Diversity update

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Amandeep Doll

[email protected]

0207 572 2353

Head of Professional Belonging

Purpose of item

Inclusion and Diversity update to Assembly

to ensure accountability of delivery.

Item Summary

This paper provides an update on the

Inclusion and

Diversity Strategy and

programme delivery workstream to date

and upcoming activity for 2023

Related Risk Register item (where

applicable)

• RPS to continue delivering their

commitment to the 5-year RPS

Inclusion and Diversity strategy

• Engagement with key stakeholders

and pharmacy organisations to create

change and long-term commitment to

pledge

• Staff absence and sickness

All risks have been mitigated against

Related RPS Strategy item (where

applicable)

All

Actions/decisions required of the

Assembly

None

23/11/ASB/02o - Open

2 | Page

Inclusion and Diversity Update

Background

RPS Improving Inclusion and Diversity across our profession: our strategy for pharmacy

2020 – 2025 was launched in June 2020, with a commitment to improving inclusion,

diversity and creating a sense of belonging for the whole profession.

We are committed to continue to deliver against our strategy and ensure there is an

improved sense of belonging across the profession. We must have a fair profession where

everyone feels they belong for us to best deliver on all our professional responsibilities.

Summary of activity /achievements to date

1. Address Black students’ awarding and attainment gap at both undergraduate and

post graduate level.

RPS are leading on new working group with partners from across the profession to address

the differential attainment and awarding gap experienced by Black pharmacy students and

foundation trainees.

Partners in the group are BPSA, GPhC, NHS England, Pharmacy Schools Council

and representatives from Schools of Pharmacy. Following the first meeting, we will

be approaching student representative organisations to join the group, which will

meet every six months.

RPS is producing a report for publication in November which will set out

recommendations from the group and actions they will take forward to improve the

differential attainment and awarding gap in a meaningful and sustainable way. They

will focus on fostering a more inclusive and supportive learning environment to help

bridge the attainment and awarding gap.

The recommendations will be based on the following themes:

• Inspiration, aspiration and role models

• Cultural competence training for tutors

• Debiasing processes and supporting the transition into the workplace

• Data collection

2. Health Inequalities

a. Great North Pharmacy Research Conference – attendance at the conference to

deliver a presentation on the importance of considering the principles of inclusion,

diversity and equity when addressing health inequalities, whilst engaging with members

in the Northeast.

b. Advisory Group on Contraception – attended quarterly meeting supporting women’s

health.

c. Attendance at Faculty of Sexual and Reproductive Health (FRSH) – as part of the

FRSH Hatfield vision there is a commitment to campaign for nationally commissioned

access to Emergency Hormonal Contraceptive (EHC) from community pharmacy.

3. Inclusion and Diversity Programme Review

We are conducting a review of the RPS Inclusion and Diversity programme to determine its

impact on the pharmacy workforce and to evaluate how effective the programme has been

in meeting its original aims and objectives.

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3 | Page

The programme review is being undertaken in 2 workstreams:

• Workstream 1 A literature review is also being conducted, with an aim to share initial

result at the RPS conference in November. The profession wide inclusion and diversity

survey was open for 3 weeks with 632 responses, the Science & Research team have

conducted focus groups to explore in depth individual responses focused on the

following themes:

• What does a sense of belonging mean to you?

• Us v’s Them – barriers to engaging with I&D topics

• Cultural Competence

• Workstream 2 through completion of the Diversity and Inclusion Progression

Framework 2.0 created by the Royal Academy of Engineering and the British Science

Council we will assess how well I&D has been embedded internally across our products

and internal governance structures to identify what we are doing well and how we can

improve.

4. Mapping inclusion and diversity across the GPhC Initial Education Training

Standards (IETS)

Each protected characteristics will be mapped to the GPhC IETs to help Schools of

Pharmacy embed inclusion and diversity into the curriculum. Working together with

academics across GB, we are developing a reference mapping LGBT+ issues across each

learning outcome, identifying different ways to embed this into the undergraduate

programme and identify resources available. We expect this to be completed by Q1 2024

5. Professional Collaboration

Inclusive Pharmacy Practice - Health Inequalities

RPS, NHSE/I & APTUK Joint National Plan for Inclusive Pharmacy Professional Practice.

Working collaboratively we have delivered the following activity with NHSE/I and APTUK:

• Attendance at Improving Pharmacy Practice and Engagement Group (IPEG) and the

IPP Board Meetings

• Contributing to the quarterly IPP newsletter, our early career Scottish and English

board members have written a blog on how joining the RPS Early Careers Group

has enabled them to stand for RPS national boards.

Joint ABCD Meeting with APTUK and NAWP

The September ABCD meeting was jointly hosted with APTUK and NAWP focusing on

women’s health and how we can better support women in the profession. Both Claire Steele

and Ayah Abass shared their lived experiences which initiated an open and honest

discussion amongst the group.

GPhC Roundtable Events

Attendance at both the Language Barriers and Health Inequalities Roundtable and Racism

in Pharmacy focusing on Fitness to Practice.

South West Chief Pharmacist Conference

6. Oliver McGowan Consultation

A response to the Oliver McGowan consultation Code of Practice has been submitted,

calling for training on learning disabilities and autism to be mandatary for all pharmacists.

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4 | Page

7. Drumbeat Events and Celebrations

South Asian Heritage Month (18

July to 17

August)

For South Asian Heritage Month members of profession nominated team members from

South Asian heritage to showcase their contributions to pharmacy. These profiles have

been shared across our social media channels throughout the month.

Working in collaboration with Pharmacy Technicians of Colour (PToC), APTUK, Guild of

Healthcare Pharmacists (GHP), Female Pharmacy Leaders Network and BPSA we co-

hosted a successful South Asian Heritage celebration event at the RPS London office. We

had two keynote speakers and a panel discussing the experiences of individuals working

within pharmacy and how their heritage has shaped them both personally and

professionally.

Black History Month

Throughout October, we celebrated Black History Month (BHM) by hosting an event at

our London office, celebrating BHM star nominations via social media which can be

found here, running a quiz and sharing blogs of black pharmacists' lived experiences.

Working in collaboration with Pharmacy Technicians of Colour (PToC), APTUK, Guild of

Healthcare Pharmacists (GHP), Female Pharmacy Leaders Network, British

Pharmaceutical Society Association (BPSA) and UK Black Pharmacist Association

(UKBPA) we co-hosted a successful BHM Saluting our Sisters celebration event at the RPS

London office. We had a keynote speaker and a panel discussing to celebrate the success

of Black women and the importance of allyship.

We have received a lot of positive feedback, there was a really positive atmosphere

creating a space where black pharmacy professionals felt a sense of belonging.

Marvin Munzu, co-founder and managing director of Preregshortcuts Ltd has authored

a blog on how accent bias can affect your career.

World Menopause Day (18

October)

A joint authored blog by myself, Claire Steele President of APTUK and Ayah Abbas

President of NAWP highlighted the importance of breaking the silence on women’s health in

the workplace.

8. Upcoming activity

• Drumbeat events – Transgender awareness week, Islamophobia Month, Disability

History Month, International Men’s Day

• Annual Conference – Inclusion and Diversity workshop and supporting Pharmacist

Support wellbeing session

• December ABCD meeting – joint meeting with Aubilities focusing on an adult

diagnosis of neurodiversity

Assembly Meeting 22

November 2023 23/11/ASB/03a – Open

Title

RPS Diversity and Inclusion Strategy and

Action Plan 2023-25

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Director responsible

Emer Bellis

[email protected]

020 7572 2252

People Business Partner

Rick Russell, Chief Operating Officer

Purpose of item

(for noting/discussion/

decision/approval)

For noting

Item Summary

A review of RPS strategic goals for equality,

diversity, and inclusion, linking these to RPS

overall strategic goals and our external

member-facing EDI programme.

The paper sets out examples of what good

looks like for RPS under each statement of

purpose and gives an overview of our current

action programme for 2023-25.

Related Risk Register item (where applicable)

n/a

Related RPS Strategy item (where applicable)

n/a

Actions/decisions required of the Assembly

For noting

RPS Equality, Diversity and Inclusion

Strategy and Action Plan

2023-2025

Strategic focus for Equality, Diversity, and Inclusion at RPS

The underpinning strategic themes for 2023-2025 are:

• We challenge our

thinking, giving scope

to varying viewpoints

that reﬂect our

audience and our

diverse workforce

• We reﬂect the good

workplace prac�ces

that we advocate for

the profession

LEADERSHIP

• We commit to having

a workforce that is

diverse at all levels

• We have clear ac�ons

in place to address

inequality

• We measure the

eﬀec�veness of our

ac�on programmes

IMPACT

• We use data

eﬀec�vely, so we

know what we need

to work on

• We ask for feedback

from our employees

and stakeholders and

act on the results

RELEVANCE

• We understand where

we are now in our

inclusion journey and

how we wish to

improve

• We have the right

processes in place to

achieve and sustain

improvements

FUTURE

LOOKING

• Equity and inclusion

are intrinsic to our

organisa�on and how

we operate

THRIVING

Our mission is to put pharmacy at the forefront of healthcare

Our vision is to become the world leader in the safe and eﬀec�ve use of medicines

To be a high-performing organisa�on, we need a talented, engaged and diverse workforce

and a culture that enables people of all backgrounds to give their best and to progress.

Our culture and lived values underpin our professional leadership and help build our

success in all of the work we do.

Strategy pillar statements

The pillars below link our internal EDI strategy and action programme to our external strategy and commitments to our members.

We will use these 10 statements as a framework to support our action planning and measure progress.

Inclusive and authentic leadership

Overarching strategy pillars:

Leadership, Relevance and Future Looking

Challenge barriers to inclusion and

diversity

Overarching strategy pillars:

Relevance, Impact and Future Looking

Create a culture of belonging

Overarching strategy pillars:

Thriving and Impact

1. We challenge our thinking, giving

scope to varying viewpoints that

reflect our audience and our diverse

workforce.

2. We ask for feedback from our

employees and stakeholders and

act on the results.

3. We reflect the good workplace

practices that we advocate for the

profession.

4. We understand where we are now

in our inclusion journey and how we

wish to improve.

5. We use data effectively, so we know

what we need to work on.

6. We have clear actions in place to

address inequality.

7. We measure the effectiveness of

our action programmes.

8. We have the right processes in

place to achieve and sustain

improvements.

9. Equity and inclusion are intrinsic to

our organisation and how we

operate.

10. We commit to having a workforce

that is diverse at all levels.

Strategy pillar statement

What does good look like for us?

Current Action Programme

1. We challenge our thinking,

giving scope to varying

viewpoints that reflect our

audience and our diverse

workforce.

Our Exec team, managers and employees are

educated on diversity and inclusion issues, and we

keep on learning and adjusting as needed.

This is not a ‘one size fits all’ level playing field. It

is an inclusive environment that is culturally adept

and creates the space where different viewpoints

and approaches are equally valued.

Racial awareness including linguistic

racism training for employees and

managers – by Q1 2024

Continue to include EDI as a regular

agenda item on Exec meetings

Consider the necessity of an EQUIA

in all policy development and when

embarking on new programmes of

work.

2. We ask for feedback from our

employees and stakeholders

and act on the results.

We engage our employees and management

team to shape our understanding of what good

looks like, understand where we need to improve

and develop our EDI priorities.

We act on employee survey results related to

fairness and inclusion and engage our employees

in what we’re doing.

Follow up 2023 Spring survey

comments on accessibility at East

Smithfield – October 2023, People

and Facilities teams.

Discuss draft strategy and action

plan, and ongoing role/structure of

internal EDI group – November

2023.

Employee safe space discussion –

November 23 EDI group

Strategy pillar statement

What does good look like for us?

Current Action Programme

23-25 EDI Strategy and Action Plan

presented and discussed at

November 23 Assembly

EDI topic/activity for end of year all

employee day December 2023.

3. We reflect the good

workplace practices that we

advocate for the profession.

We engage with our employees on what good

looks like for them through our Employee Forum,

EDI group, and employee surveys.

We offer flexible working opportunities at all job

levels.

We have family-friendly working practices.

We monitor employee wellbeing and address any

areas of concern.

Our employees can allocate some working time to

professional updating and agreed learning goals.

Ongoing

In place – add as a report item for

annual report.

In place – action for 2024 to group these

into one policy for employee awareness

and ease of reference. Q2 2024.

Autumn employee survey – November

2023, and follow up.

Continue to promote and monitor this

through our employee surveys, team

planning discussions and individual

performance appraisals.

Strategy pillar statement

What does good look like for us?

Current Action Programme

We reflect the good

workplace practices that we

advocate for the profession.

We are Disability Confident:

• Our infrastructure and equipment are

accessible.

• Employees with a disability can access the

support they need.

• Our managers are confident in facilitating

adjustments where needed.

• Our employees are disability aware.

• We understand and build our awareness of hidden

disability.

We follow up on employee feedback from

onboarding to exit to ensure that we can act where

needed to improve employee experience,

retention and organisational effectiveness.

Spring Workbuzz comments on East

Smithfield accessibility > Ops Heads

action plan.

Ops Directorate to lead on 2024 action

towards a more accessible/

ergonomically flexible office

environment.

Inclusion by design is incorporated in

the Tech planning strategy for PLB

applications and will be similarly built in

for Publishing and internal systems

developments.

Refresher disability awareness training

in 2024.

We added onboarding and exit surveys

to our Workbuzz employee survey

package from September 2023. We

can review how this is working and add

to our Exec reporting suite as agreed

from 2024

Strategy pillar statement

What does good look like for us?

Current Action Programme

4. We understand where we are

now in our inclusion journey

and how we wish to improve.

Our Exec team and managers have a clear and

shared view of our EDI position and priorities.

We share our goals, ambitions, and progress with

our employees, through regular team briefings, our

Employee Forum and internal EDI group.

Exec sign-off of strategy document –

October 2023

Share strategy and action plan with

directorate team managers –

November 2023 (action for Exec,

with People Team support)

5. We use data effectively, so

we know what we need to

work on.

Our EDI data set includes workforce

measurements, employee feedback, recruitment

and career progression tracking and external

benchmarking.

We have key EDI dashboard measures based on

our agreed goals, review these regularly at Exec

level and report on them publicly at least annually.

Monthly gender pay-gap tracking

from September 2023 onwards.

Annual pay gaps report for 2023 –

Q3 2024 – Rem Comm. Publish

externally Q1 2024.

Annual recruitment tracking report

for 2023 – Q1 2024

Protected characteristics mapping

and EDI annual report – Q2 2024

Strategy pillar statement

What does good look like for us?

Current Action Programme

6. We have clear actions in

place to address inequality.

We will use data mapping and qualitative feedback

to identify areas where we are not meeting our

ambitions and work on these each year.

We will set out action steps required, resources,

timescales, action ownership and how we will

measure success.

Our current and planned actions include:

Racial equality and inclusion awareness

training for employees, managers, Exec.

Q4 2023/Q1 2024

Upper quartile diversity (ethnicity and

gender) – ongoing recruitment focus

Creating safe spaces for our employees

to raise and discuss EDI issues –EDI

group discussion – November 2023.

7. We have the right processes

in place to achieve and

sustain improvements.

When we set goals, we’ll consider what processes

we need to have in place to support achievement.

We’ll also consider what stakeholders need to be

involved to ensure we approach this sensibly and

thoroughly.

We’ll report on this as part of our

action programmes evaluation.

8. We measure the

effectiveness of our action

programmes.

All action plans will include success measures and

a timepoint for review.

Reviews will include an analysis of success

factors, what didn’t go well or have the expected

We’ll report on this as part of our

action programmes evaluation.

Strategy pillar statement

What does good look like for us?

Current Action Programme

outcome, outcome reporting and next steps

planning.

9. Equity and inclusion are

intrinsic to our organisation

and how we operate

When we set up a new or policy or work

programme, we will consider whether an EQUIA

assessment and carry this out where required.

We will track our position and progress using

validated diversity self-assessment tools. We may

also use external expertise to assess our

processes and EDI progress.

We will also judge the fairness of our processes

based on outcomes and our progress towards EDI

goals.

To be added as an item to business

case documents for new work

programmes and tracked as part of

employee policies update process.

Review Institute of Engineering and

Technology EDI self-assessment

with Exec, Q3 2024.

We’ll report on this as part of our

action programmes evaluation.

10. We commit to a workforce

that is diverse at all levels.

We encourage job applications from people of all

protected characteristics and backgrounds and

target our recruitment campaigns accordingly.

We aim for an employee mix that reflects the

diversity of the UK population. We will actively

track this and report our progress annually.

In 2023-24 we will continue to focus

on improving POC and female

representation in our upper pay

quartile. This will include targeting

our recruitment campaigns to

achieve diverse shortlists and

reporting on recruitment outcomes

for posts at Head of Department

level and above.

Strategy pillar statement

What does good look like for us?

Current Action Programme

Having a workforce that is diverse at all levels and

for multiple characteristics is a moving goal and

affected by normal turnover. We are a relatively

small organisation and understand that small shifts

in our workforce can have a disproportionate effect

on our statistics, regardless of any actions we may

take to improve.

Our focus on organisational diversity will be

proportionate to our workforce of approximately

200 employees, where some employee

populations may be quite small.

A good indicator of success is when we can track

a more even distribution of multiple characteristics

across all pay quartiles over time.

We will also continue to place all

advertised roles on Find a Job

(disability) website.

Inclusive Leadership specific actions for 2023-24

• Racial awareness/linguistic racism/accent discrimination ‘safe space’ discussion and training for employees Why? Because we

know we need to improve racial equality – understanding the territory is a starting point. Employees have asked for this both in our

Spring 2023 Workbuzz employee survey and the small follow-up focus group for women of colour. This was in the context of a range of

comments and asks for ways in which we can improve inclusion and diversity at RPS. We previously responded to a similar request for

neurodiversity training – needs led training has been shown to work well – virtuous spiral. We are looking for an external provider to run

our first ‘safe space’ discussion, so that employees are confident to talk openly about their experience. We will then build on the report

and recommendations from this session.

• Anti-racism/allyship training for Exec and Heads of Department, and managers of larger teams. This will cover issues like white

privilege, using the right language to talk about diversity and inclusion and how people can act as allies and leaders to reduce

disadvantage and increase ethnic diversity at leadership level. Why? Because as a predominantly white leadership team, to lead well in

this area of EDI we need to challenge our perspectives, build understanding of the changes that are needed and be able to talk openly

and confidently about where we are currently in that journey. It’s important to stress that we won’t regard this as ‘job done’ on racial

awareness or equality action. This is about nudging actions in areas we know we can improve and need to understand better. If there is

a gap in diversity of thought at higher levels in the organisation, we need to look at how we bridge that gap in a sustainable way and be

creative about how we do this. Over time we can continue to build on this understanding for other areas of EDI focus.

• Review Institute of Engineering and Technology inclusion and diversity self-assessment at Exec Follow-on could be a group

workshop with People Team, ID group, Exec champion? Why? Take part in shared benchmarking to assess our current position and

any gaps in our thinking. Gives us an objective tool to track our progress over time. We are using this tool to evaluate our EDI work for

members, so good for consistency. This also gives a reality check – do we think we’re doing better than we are? Are there some areas

where we can demonstrate real progress?

Removing Barriers to Inclusion specific actions for 2023-24

• Continue focus on diverse shortlists (gender and ethnicity) for all senior recruitment at head of department level (grade 6) and above

and reporting on this from Q1 2024. Why? To be an equitable organisation we need to improve representation levels at senior level,

particularly for ethnic minorities. Our upper quartile proportions are not in line with the rest of our workforce, and this also drives our

high pay gaps.

• Inclusive recruitment training for managers Q1 2024 onwards. We are commissioning a specialist equality training provider to

deliver this training in 2024 and we will also look at more informal approaches alongside this – asking our managers what they need and

opening more conversations about inclusivity and how to build this. Why – builds on unconscious bias training and helps to ensure that

we follow fair and inclusive processes, applied consistently across RPS.

• Disability confident – act on employee feedback – doors, desks, accessibility; Why – because we are a disability confident employer.

Acting to be inclusive by design is part of this commitment.

• Gender neutral toilets. Why? – one or more employees has asked for this through the EDI group or the Workbuzz survey. This is

something we can put in place by dual signage on our disabled toilets (which are already gender neutral) and demonstrates our

commitment to inclusivity to employees and visitors.

Removing Barriers to Inclusion specific actions for 2024-25

• Publishing Product Apprentice, encouraging applicants from ethnic minority backgrounds. In budget for 2024 Why? This

initiative has arisen from the recruitment of the current Director of Product in 2021. The executive search agency was asked to focus on

providing an ethnically diverse shortlist, to help address the low levels of ethnic minority employees at senior level in the directorate but

were unable to do so without adjusting the skills and experience requirements. Creating a training programme where we encourage

applications from currently underrepresented groups will help build future talent in this area.

• Review our Disability Confident Level 2 self-assessment Why: renewal due in October 2025 and it is good practice to self-assess at

least annually, tracking progress and building in new actions where gaps are identified.

• Share our pay review processes with employees as part of our policy library Why? When we began publishing our pay gaps a few

years ago, employees asked for more transparency on our pay ranges and how to ask for a pay review if they felt their pay wasn’t

pitched at the right level. We now update and share our pay ranges annually, and employees have used this information as evidence

when asking for a pay review. Publishing our pay processes will increase transparency so that employees are aware of our decision-

making processes and constraints and will help us to have more open conversations about pay.

Create a Culture of Belonging specific actions for 2023-24

• EDI reporting will be part of our all-employee team briefings (August 2023 onwards). Why? We have always been transparent in

how we report our EDI action and progress. However, more detailed reporting has been on an opt-in basis: lunch and learn style

sessions for employees with an interest in this area. By including our targets and action plan in our routine employee briefings we

spread the message more widely, and employees can keep informed, ask questions, and get involved more easily. This approach also

makes us more accountable for our progress.

• Continue to Engage our Internal EDI group, and the wider employee group, in exploring our current culture: In what ways do we

see ourselves as a diverse and inclusive organisation? What are our strengths? In what ways are we not there yet? How can we

create a safe space for employees to discuss these issues and prompt action? Share EDI strategy and current action programme with

EDI group and involve the group in ongoing action planning. Why: because a good understanding of our employees’ lived experience,

and engaging employees in the planning process, are essential to an effective EDI programme. Note: Further work is needed to gain

active employee engagement – for example, our current EDI group are volunteers who fit this commitment around working time, so that

meetings to discuss important items may sometimes need to be rearranged or cancelled. Our next action in this area is to build on our

whole company reporting of EDI issues, as described above, so that we create the space for a stronger employee voice.

Assembly Meeting 22

November 2023 23/11/ASB/07 – Open

Title

2024 Election Scheme

Open, confidential or restricted

Open

Author

(include email/phone)

Position

Director responsible

Alison Douglas

Paul Bennett

[email protected]

Purpose of item

(for noting/discussion/

decision/approval)

For noting and adopting

Item Summary

Assembly members are asked to consider the

current phasing of places for election to the

three National Boards and whether it might

want to seek to re-balance across the rolling

three year cycle.

Related Risk Register item (where applicable)

n/a

Related RPS Strategy item (where applicable)

n/a

Actions/decisions required of the Committee

To discuss

23/11/ASB/07 - Open

2024 ELECTION SCHEME & BOARD ELECTIONS PLACES

Background

The postponement of elections to the National Pharmacy Boards in 2020 due to the pandemic

created an imbalance in the number of places up for election to all three Boards across the rolling

three year election cycle as shown below

2024 (& 2027) 2025 2026

places places places

EPB 8 5 1

SPB 8 3 0

WPB 7 3 1

Options for Consideration

a) Re-set the cycle

It has been suggested that the Society could potentially look to redress this imbalance at the 2024

elections to ensure a more even split across the three years and ensure that there are vacancies on

the SPB every year.

To facilitate this in the 2024 elections, the first five candidates in England and the first four candidates

in Scotland would receive the usual three year term of office with the next three candidates in England

and next four candidates in Scotland receiving a shorter two year term of office.

The Welsh Board still operates sectoral places so the split would be slightly more complicated: the

second place candidates for the two Hospital, Community and Any Sector positions would serve for

two year.

This would result in a future split between the three years reverting to:

2025 2026 2007

places places places

EPB 5 4 5

SPB 3 4 4

WPB 3 4 4

[NB – this would require Assembly approval in November to amend the Election Scheme and a

change to the Regulations that would need to be gazetted for 60 days].

It is noted that Scotland and Wales sometimes struggle to receive sufficient nominations to hold an

election even in years with lower numbers of vacancies.

b) Take no action at present

The Society is currently in the middle of a comprehensive Constitution & Governance review which

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will include looking in detail at the current National Boards structure and composition. The Review will

report back to Assembly with recommendations for consideration and it may potentially be that as a

result of this process changes are made that affect the Board structure and therefore the elections

process from next year anyway.

With the exception of SPB every third year, the current cycle gives a reasonable/good level of

guaranteed retention (as there is never a year where all Board places are up for election) but also of

potential turn over and opportunity for new members to be elected.

It should be noted that none of the Boards have failed to function or complete their business under the

current arrangements.

Recommendation

Making any changes to the election cycle before the findings of the current Constitution &

Governance review would be premature and would mean changing the Regulations that the review

has been based upon out-with the context of any other changes that might be forthcoming. It would

also involve changing the Regulations a number of times within a very short period of time.

If the outcome of the review and subsequent decisions of Assembly were to leave the current Board

structure and composition in tact, an opportunity to address the imbalance completely free of any

further amends would arise again in 2026 when considering the election scheme for 2027 Board

places.

The item was discussed at the last National Board Chairs’ Forum where there was a consensus

opinion it would be sensible not to make any changes at this point.

Alison Douglas Paul Bennett

Governance Manager Chief Executive

August 2023

November 2023

Election scheme for Members of the National Pharmacy

Boards in 20232024

1. Elections

2. Interpretation

3. Returning Officer

4. Effective date

5. Places for Members on the English Pharmacy Board

6. Election of Members to places on the English Pharmacy Board

7. Places for Members on the Scottish Pharmacy Board

8. Places for Members on the Welsh Pharmacy Board

9. Election of Members to places on the Welsh Pharmacy Board

10. Periods of office

11. Eligibility for election

12 Eligibility to vote

13. Notice of election

14. Nominations

15. Election statements

16. Holding of ballot

17 Voting

18. The Scrutineer and outcome of elections

19. Casual vacancies

20 Challenges and the effect of non-compliance with this scheme

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1. Elections

This scheme is made by the Assembly and makes provision in respect of the election of

Members to the Boards in accordance with Regulation 7.7.2 and replaces any previous scheme.

2. Interpretation

In this scheme the following definitions will apply:

‘Boards’ means the three National Pharmacy Boards referred to in these Regulations referred to

respectively as "the English Pharmacy Board" or “EPB”, "the Scottish Pharmacy Board" or “SPB”,

and the "Welsh Pharmacy Board or “WPB”

‘Assembly’ means the Assembly of the Society

‘day’ means calendar day, and any period of days shall be counted without the omission of any

public holidays or other days;

‘the effective date’ shall be construed in accordance with paragraph 4;

‘the Journal’ means The Pharmaceutical Journal;

‘Member’ means a person in the category of Member or in the category of Fellow

‘Membership Roll’ means the list of those Members of the Society

‘resident’, in relation to eligibility for membership of the Boards, means, subject to any further

interpretation agreed from time to time by the Returning Officers acting jointly, resident or

working in the country in question;

‘Scrutineer’ shall be construed in accordance with paragraph 18;

‘Secretary’ means the Secretary of the relevant Board and includes any deputy or acting

Secretary or other person fulfilling the office of Secretary and any employee of the Society

authorised by the Secretary;

‘Society’ means the Royal Pharmaceutical Society of Great Britain

'substantive practice' means the substantive practice as declared by the candidate;

‘in writing’ includes any means of reproducing words in visible form

‘voting form’ refers to ballot papers sent by post or the electronic communication sent by email

containing unique voting codes transmitted securely to members.

3. Returning Officer

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(1) The Director for each country shall act as Returning Officer for elections to that Board

under this scheme and shall be responsible for the conduct of them.

(2) The Returning Officer shall, in consultation with the other Returning Officers and/or

Scrutineer as appropriate,:

(a) publish guidance for candidates on the length, form and content of election

statements and CVs;

(b) publish guidance for candidates on the use of social media and other forums and

the levels of professional conduct expected from them during the election period

votes;

(d) determine any question as to the eligibility of any candidate to stand for election;

(e) determine any question as to the eligibility of any person to vote in an election;

(f) in the event of challenge, determine the outcome of any election;

(g) in the event of challenge, determine the interpretation of this scheme;

(h) notify the relevant Board of any Members whose term of office is due to expire

and any casual vacancies that may arise;

(i) publish the Notice of Election;

(j) oversee the running of elections;

(k) take all reasonable steps to ensure the secrecy of the ballot and to guard against

electoral malpractice;

(l) take all reasonable steps to ensure that the behaviour of the candidates during

the election complies with the conduct requirements of the Society and ensure

that the notification of any potential breaches are dealt with according to this

Election Scheme or the Society’s Conduct Scheme for Members as approrpaite

(m) inform the Board and all candidates of the outcome of any election; and

(n) publish the result of any elections held.

(3) The Returning Officer may request the Society to appoint bodies or persons (not being

Members of a Board or the Assembly) to provide them with such administrative

assistance as they considers necessary, to enable them to carry out their functions under

this scheme.

The Returning Officer may consult the other Returning Officers for elections to other

Boards, the Scrutineer, or other such persons as are deemed appropriate for any purpose

connected with the proper exercise of their powers under this scheme including for the

purpose of ensuring consistency of approach on any matter of interpretation.

(4) In the event of a severe civil contingency, interruption of postal services, or delays

caused by telecommunications and the internet used to transmit information regarding

the election, the Returning Officer may vary such:

(a) time limits; and

(b) method of delivery of documents,

specified in this scheme as they consider necessary in the interests of fairness.

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(5) All decisions taken by the Returning Officer in the exercise of their functions shall be

final.

4. Effective date

(1) On the advice of the Returning Officers the Assembly shall, in each year, fix a date on

which Board Members elected in that year shall take office (‘the effective date’).

(2) The Returning Officer shall publish the effective date on the Society’s website and in the

Journal, as soon as practicable after it has been confirmed by the Assembly.

5. Places for Members on the English Pharmacy Board

(1) One place Eight places on the English Pharmacy Board for Members who work or live

wholly or mainly in England, the Channel Islands or the Isle of Man.

6. Election of Members to places on the English Pharmacy Board

(1) Members shall be elected to the English Pharmacy Board on a simple majority basis by

ballot of Members who are resident in England, Channel Islands and Isle of Man or overseas,

provided that a member resident overseas may opt to be an elector for another Board..

7. Places for Members on the Scottish Pharmacy Board

(1) Eight places on the Scottish Pharmacy Board for Members who work or live wholly or

mainly in Scotland.

There are no places on the Scottish Pharmacy Board for election in 2023.

8. Election of Members to places on the Scottish Pharmacy Board

(1) Members shall be elected to the Scottish Pharmacy Board on a simple majority basis by

ballot of Members who are resident in Scotland.

89. Places for Members on the Welsh Pharmacy Board

(1) Seven places on the Welsh Pharmacy Board are for Members who work or live wholly or

mainly in Wales.

(1) One place on the Welsh Pharmacy Board for any eligible Member whose substantive

practice is in the Locum (any sector) Practice

(2) The seven places shall be allocated as follows:

(a) One place for any eligible Member whose substantive practice is in the Primary Care

sector;

(b) Two places for any eligible Member whose substantive practice is in the Hospital

sector;

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(d) Two places shall be filled by any eligible member

9.10. Election of Members to places on the Welsh Pharmacy Board

(1) Members shall be elected to the Welsh Pharmacy Board on a simple majority basis by ballot

of Members who are resident in Wales.

(2) All candidates shall stand for election for the places in 9(2)(d) above. In addition, eligible

candidates may be nominated for election to the sectors listed in 9(2) (a-c) above.

(3) No candidate may be nominated for election to more than one place allocated for a

Member practising in a particular sector of practice in the same election.

(4) F

rom amongst those candidates standing for election to the places specified in 9(2) (a-c)

above, the candidate receiving the highest numbers of votes shall be elected to each place

(5) From amongst those candidates not elected as specified in 10(4) above, the candidates who

receives the highest number of votes shall be elected to the places specified in 9(2)(d).

110. Periods of office

(1) In relation to the elections to the English Pharmacy Board:

(a) the period of office of the newly elected Members shall expire at 23:59 on the day

before the effective date in 20262027:

(2) In relation to the elections to the Scottish Pharmacy Board:

(a) the period of office of the newly elected Members shall expire at 23:59 on the day

before the effective date in 2027:

(3) In relation to the elections to the Welsh Pharmacy Board:

(a) the period of office of the newly elected Members shall expire at 23:59 on the day

before the effective date in 20262027.

(4) If any Member of a Board ceases to be a Member of the Society they shall cease to be a

Member of that Board.

11. Eligibility for election

(1) A Member shall be eligible for election only if they are a Member or Fellow of the Society.

(2) A retired Member of the Society shall be eligible for election.

(3) A Member may only stand for election to one Board.

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(4) A Member shall be eligible for election to the English Pharmacy Board only if they work or

live wholly or mainly in England, Channel Islands or Isle of Man.

(4) (5) A Member shall be eligible for election to the Scottish Pharmacy Board only if they

work or live wholly or mainly in Scotland.

(6) A Member shall be eligible for election to the Welsh Pharmacy Board only if they work or

live wholly or mainly in Wales.

(7) A

ny elected Member of a Board who changes their substantive practice following their

election shall be eligible to serve the full term for which they were elected.

(8) No Member shall be eligible for election if they have failed to pay by the date and time

fixed for the return of nomination forms any subscription or other debt due and payable by

them to the Society.

(89) No Member shall be eligible for election if they are currently charged with a criminal

offence (except where that charge is covered by the Rehabilitation of Offenders Act 1974)

or have been notified by the Society or any professional, regulatory or public body that

they are currently subject to investigation in relation to their conduct or competence, and

the matter is unresolved.

(109) No Member shall be eligible for election if they are employed by the Society.

12. Eligibility to vote

(1) Subject to paragraph (4) below:

(a) a Member who is resident in England, Channel Islands or Isle of Man at the time the

electoral roll is closed, shall be entitled to vote in the election of Members of the

English Pharmacy Board;

(b) a Member who is resident in Scotland at the time the electoral roll is closed, shall be

entitled to vote in the election of Members of the Scottish Pharmacy Board;

entitled to vote in the election of Members of the Welsh Pharmacy Board; and

(d) a Member who is resident overseas at the time the electoral roll is closed, shall be

entitled to vote in the election of Members of the English Pharmacy Board unless

they have opted to be an elector of one of the other Boards.

(2) Prior to the holding of the election, the Returning Officers shall jointly fix a date on which

the electoral roll shall be considered closed.

(3) The date fixed by the Returning Officers for the close of the electoral roll shall be before

the date on which voting instructions are expected to be distributed to voters.

(4) A person who becomes a Member of the Society after the date on which the electoral roll

is closed shall not be entitled to receive a vote in that election.

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13. Notice of election

(1) The Returning Officer shall publish a Notice of Election.

(2) The Notice of Election shall be published no later than 21 days before the date specified in

paragraph (3)(b) below.

(3) Before issuing the Notice of Election, the Returning Officer shall:

a) notify the relevant Board of the names of those Members of the Board whose term of

office has expired or is due to expire; and

b) fix the place, date and latest time by which all nomination forms shall be returned to

them

(4) The Notice of Election shall specify:

(a) the numbers and description of Board places to which persons are to be elected in

the election;

(b) the method, place, date and latest time by which nominations shall be received by

the Returning Officer;

(d) the date on which the electoral roll will be closed;

(e) the date on which voting instructions are expected to be distributed; and

(f) the method, place, date and latest time by which completed votes shall be received

by the Scrutineer.

14. Nominations

(1) All nominations shall be made via the platform provided by the Returning Officer, and

shall comply with the requirements of paragraph (3) below.

(2) Only one candidate may be nominated on any nomination form.

(3) Nominations must be submitted digitally:

(b) All nominations will be subject to validation of the seconders intent and so will

require their email address.

(4) A nomination form shall:

(a) specify the candidate’s known name address and membership number;

(b) specify whether a candidate is a current Pharmacy Board member and if so, specify

the number of continuous years they have been in office

(d) in the case of a candidate for election to a place on the English Pharmacy Board, be

signed by, or accompanied by copies of the nomination form bearingaccompanied by

the details of ten Members (seconders) subject to verification as per 14 (3)

(e) i

n the case of a candidate for election to theScottish Pharmacy Board, be accopanied

by the details of three Members (seconders) subject to verification as per 14 (3); and

(d)

8 | Page

(e)(f) in the case of a candidate for election to the Welsh Pharmacy Board, be signed

byaccopanied by the details of one Member (a seconder) subject to verification as per

14 (3); and

(f)(

g) specify the known name and Membership number of the seconders specified in

paragraphs (ed) to (gf) above.

(5) Any candidate wishing to be nominated shall provide to the Returning Officer by the

specified time:

(a) a completed nomination form, signed by the candidate and including or accompanied

by the required number of verified details of the seconders on the digital form

provided

(b) a declaration signed by the candidate which confirms that:

(i) the information provided on the nomination form is correct,

(ii) the candidate consents to being nominated; and

(iii) if elected, the candidate intends to serve for a full term of office;

(iv) they will abide by the conduct requirements of the Society and any other general

requirements of the Returning Officer throughout the election period

(i) attesting that they are not currently charged with a criminal offence or have

been notified by the Society or any professional, regulatory or public body that

they are currently subject to investigation in relation to their conduct or

competence; and

(ii) attesting that they have not received a criminal conviction or police caution nor

been the subject of any finding (unless considered as spent under the

Rehabilitation of Offenders Act 1974 or where there are applicable time bars

under other relevant laws), penalty or censure issued by the Assembly of the

Society or any professional, regulatory or public body, or any other decision by

any person or body that the candidate considers relevant, or

(iii) setting out details and particulars of any criminal convictions (unless considered

as spent under the Rehabilitation of Offenders Act 1974 or where there are

applicable time bars under other relevant laws), police cautions and finding,

penalty or censure issued by the Assembly of the Society or any professional,

regulatory or public body received by them, and any other decision by any

person or body that the candidate considers relevant;

(iv) that any of the events listed in section 72(1) of the Charities Act 1993 do not

apply to them;

(d) a declaration of the candidate’s relevant interests to cover the last 5 years, or a

statement signed by them, confirming that they have no relevant interests to declare.

(6) A candidate may provide to the Returning Officer:

(a) their election statement(s) (written and/or video) complying with paragraph 16; and

(b) a photograph of them self, ideally taken within the previous six months(c)

the profession of pharmacy via a 2 page (maximum) cv in the form of the template

provided by the Returning Officer

9 | Page

provided that, if the candidate chooses to supply any of (a)- (c) above, they must be in the

form specified in guidance issued for this purpose and must be received by the Returning

Officer by the same date and latest time, and in the same place, as that specified for receipt of

nominations.

(7) Nomination forms (together with accompanying material) must be submitted before the

latest time specified for the submission of nomination forms and to the place and in the

manner specified by the Returning Officer. Returning Officers will not accept documents

that are emailed or submitted after the latest specified time.

(8) The Returning Officer can declare invalid any purported nomination which has not been

properly completed, is not accompanied by the items mentioned at paragraph (4) and (5)

above, is received after the specified latest time for receipt, or which in any other respect

does not comply with this scheme.

(9) The Returning Officer may declare invalid any purported nomination if any of the

declarations are found subsequently to be false.

(10) A nomination may be withdrawn by notice in writing or via email signed by the prospective

candidate and submitted to the Returning Officer no later than the date which will be

specified in accordance with 13.4(c) above.

(11) If a prospective candidate dies or ceases to be eligible for election before the date which

will be specified in accordance with 13.4(c) above, the nomination shall be deemed to

have been withdrawn.

(12) Upon the expiry of the latest time for receipt of nominations, the Returning Officer shall:

(a) determine the validity or otherwise of nominations received;

(b) inform prospective candidates as to whether or not they have been validly

nominated, and where they have decided that a purported nomination is invalid,

provide reasons for that decision; and

15. Election statements and CVs

(1) Any person standing for election may request the Returning Officer to publish an election

statement (written and/or video) provided by them.

(2) Election statements shall:

(a) be submitted to the Returning Officer or nominated recipient by the latest time

specified for receipt of nominations; and

(b) not contain any falsehoods or misrepresentations, abusive or defamatory material,

or material likely to incite hatred or public unrest; and

duration for video statements; and

(d) comply with any format requirements set by the Returning Officer.

10 | Page

(3) The Returning Officer shall not publish any election statement (written or video) which in

their opinion:

(a) would amount to the commission of a criminal offence; or

(b) would render the Society potentially liable to civil proceedings; or

(4) The Returning Officer shall not be required to publish an election statement, which

exceeds specified word count for written statements or two minutes duration for video

statements.

(5) The Returning Officer may, in consultation with the candidate, issue a statement of

clarification if in his opinion any part of an election statement refers to matters outside the

current functions, powers and duties of the Board.

(6) CVs shall:

be provided to the Returning Officer by the latest time specified for receipt of nominations; and

not contain any falsehoods or misrepresentations, abusive or defamatory material, or material

likely to incite hatred or public unrest; and be no longer than the specified work count; and

comply with any format requirements set by the Returning Officer.

16. Holding of ballot

(1) Where, after the expiry of the latest time for receipt of nominations, the number of

candidates standing for election does not exceed the number of Board places for which

they are nominated, the Returning Officer shall:

(a) dispense with the need to hold a ballot; and

(b) forthwith declare those candidates elected.

(2) Where, after the expiry of the latest time for receipt of nominations in any election, the

number of candidates standing for election is greater than the number of Board or sector

places for which they are nominated, the Returning Officer shall cause a ballot to be held.

(3) Any places for elected Members on a Board which remain unfilled after a declaration of

election shall be treated as casual vacancies for the purposes of the Board’s powers of co-

option.

17. Voting

(1) The Returning Officer shall specify the method, place, date and latest time by which

voting must be completed .

(2) No later than 11 days before the specified date for completion of voting, the Returning

Officer shall send, by email, the voting instruction, or by post if requested, to each

Member entitled to vote in that election.

(3) The voting instruction shall include ,either directly or by directing voters to a specified

wesbtie where the information can be accessed:

(a) a list of the candidates in alphabetical order giving in respect of each candidate:

(i) their known name;

11 | Page

(ii) their category of membership of the Society;

(iii) their town or city;

(b) the sector of practice in which each candidate has been nominated for election (if

applicable);

Scrutineer;

(d) instructions on the voting procedure.

(4) The voting instruction shall contain details as to where the information provided by

candidates under sub-paragraphs 14(3)(c) and (d) and 14(4)(c)(d) and (e) can be accessed.

This information shall include a statement confirming that neither the Society nor the

Returning Officer has or accepts any responsibility for the accuracy of any information,

declaration or election statement provided by candidate.

(5) The period for voting shall commence on the date on which the first unique voting

codes/voting instructions in an election are dispatched by the Scrutineer.

(6) If, after the period for voting commences, a candidate dies or is found by the Returning

Officer to be ineligible to be elected or becomes ineligible to be elected, the votes cast for

that candidate shall be void.

(7) Votes shall be cast either electronically or via another mechanism provided by the

Scrutineer.

(8) Only one vote for each vacancy may be cast by each voter. The Scrutineer may replace a

voting instruction on receipt of a request confirming that the original instruction has not

been received or has been lost, destroyed or spoiled, and shall take such steps as are

appropriate to ensure that no person may be able to vote twice in the same election.

(9) The voter shall submit their vote in accordance with the instructions thereon. Each voter

shall have as many votes as there are vacancies for which they are eligible to vote.

18. The Scrutineer and outcome of election

(1) The Society may appoint a person or persons to act as Scrutineer and, if necessary, Deputy

Scrutineer.

(2) Where no person is currently appointed under paragraph (1) above, the functions of the

Scrutineer shall be performed by the Returning Officer.

(3) The function of the Scrutineer shall be to:

(a) preserve the integrity of the election process and take such measures as they

consider necessary to guard against, and identify, electoral malpractice;

(b) dispatch the voting instructions;

(d) count and record votes received; and

(e) notify the Returning Officer of the result of the election.

12 | Page

(4) Where the Scrutineer is unable, for any reason, to carry out their functions, such functions

may be performed by the Deputy Scrutineer, or by the Returning Officer.

(5) At the conclusion of the count, the Scrutineer shall prepare a report specifying:

(a) the total number of votes received;

(b) the number of votes rejected as invalid;

(d) the names of those elected; and

(e) if an election has been decided under paragraph (6) below, a note to that effect.

(6) In the event of a tie, the election shall be decided between the tied candidates by the

drawing of lots conducted by the Scrutineer.

19 Casual vacancies

(1) Where an elected Board Member dies, resigns or ceases to be eligible to continue to hold

office, the Secretary shall inform the Board that a casual vacancy has occurred.

(2) A person filling a casual vacancy shall serve for the remaining period of office of the person

whose departure gave rise to the vacancy. Where the remaining term of office is for more

than one year the vacancy will be filled at the next election.

(3) Where the period referred to in (2) above is less than a year the vacancy shall not, usually,

be filled. Where there is a need for expertise on a particular subject at a Board meeting, a

person with such expertise can be invited ad hoc to that meeting.

(4) Where the period referred to in (2) above is greater than a year the casual vacancy will be

included in the next National Board election. As described in 19 (6) below, the candidate

for a casual vacancy will also stand for an ‘any sector’ vacancy. For an election to a sector

where there is both a substantive place and a casual vacancy, the substantive places will

be filled by those candidates with the most votes and the person with the next highest

number of votes will fill the casual vacancy. The casual vacancy will be for the remaining

term of the original, retiring Member.

(5) For an election where there is an ‘any sector’ position/s to fill and where there is an

additional place to be filled due to a casual vacancy, the ‘any sector’ substantive place/s

will be filled by those candidates with the most votes and the person with the next highest

number of votes, in the relevant sector, will fill the casual vacancy and will be a Member

of the Board for the remaining term of the original, retiring Member. This will take

precedence over the process in 19(4).

(6) For casual vacancies in sectors which have only one elected person, the person with the

highest number of votes will be elected to fill the vacancy.

(7) An additional Board Member can be elected, under the above process, in the event of a

casual vacancy occurring between the time that the election scheme for any year is

approved by the Assembly and the start of the election process.

13 | Page

(8) If a casual vacancy occurs once the election process has started, in order to avoid a

vacancy of more than a year, at the next election the defeated candidate (in the

appropriate sector if relevant) with the highest number of votes shall be elected for the

remainder of the term of the original Board Member.

(9) In the case of a casual vacancy occurring due to a specific sector place failing to be filled by

an election (e.g. two sector places are vacant and only one candidate presents), (country)

Board Members will elect a Member at their next Board meeting as per the voting

procedure below.

If the (country) Board considers it is necessary to fill a casual vacancy, as per the above,

Board Members will be requested by the Secretary to the Board (Country Directors) to

bring their nomination(s), which has/have been agreed with the nominee(s), to the next

formal meeting of the (country) Board, the following voting procedure will then take place.

(10) Voting procedure

i. Nominations for the casual vacancy will close before the first vote is taken.

ii. A blank ballot paper will be distributed to each Board Member present.

iii. The Board’s secretary will read the names of the candidates for the casual vacancy

and invite each Board Member present to write the name of their preferred

candidate on the ballot paper. The papers will then be collected.

iv. If one candidate had received the majority of the total votes cast, that person will be

deemed to have been elected to the position concerned.

v. In the event that no candidate receives a majority of all votes cast in the first ballot,

the candidate receiving the lowest number of votes in that ballot will be eliminated

and the procedure set out in ii-iv above will be repeated. This procedure will be

repeated until one candidate receives the majority of all votes cast.

vi. If, in any ballot in which one candidates does not receive the majority of all votes cast,

two or more candidates tie with the lowest number of votes, a separate ballot

involving only those candidates will be held under the procedure set out in ii-iv above

to decide which of these candidates is to be eliminated.

vii. If, when there are only two candidates for a post, there is a tie in the ballot, a further

ballot will be held under the procedure set out in ii-iv above. If there is still a tie after

this second ballot, the Board meeting will be adjourned for five minutes and, on its

resumption, nominations for the post concerned will again be called for. This

procedure set out in ii-iv above, as appropriate, will then be followed.

20. Challenges and the effect of non-compliance with this scheme

(1) Where the Returning Officer(s) receives any challenge to the results of an election, or any

complaint or information which alleges that, or becomes of the opinion that:

(a) a candidate was, or has become, ineligible for election;

(b) a candidate submitted inaccurate or misleading declarations or statements;

(d) a candidate committed electoral malpractice; or

14 | Page

(e) there has been a failure to comply with this scheme in a significant and material

respect, they may, subject to paragraph (2) below, consider the matter.

(2) (a) The Returning Officer(s) shall not consider any challenge, or any complaint or

information relating to the election that is received by them after the expiry of 28 days

from the date on which the election results are published.

(b) The Returning Officer(s) shall not consider any challenge that is vexatious or trivial, is

purely a matter of personal disagreement or has bee brought with the sole aim of

deliberately preventing an individual from standing for office or taking up their office if

elected

(3) Before taking any action in relation to a challenge, complaint or information relating to an

election, the Returning Officer(s) shall:

(a) provide details of the challenge, complaint or information to the candidate(s)

concerned; and

(b) afford the candidate(s) concerned the opportunity to make representations on the

allegations and on any subsequent action to be taken by the Returning Officer(s).

(4) Upon considering any representations received from the candidate(s) concerned, the

Returning Officer(s) may take such action as they consider necessary in the interests of

fairness and all the circumstances of the case, which may include:

(a) declaring the results of any candidate, or of the whole election, a nullity;

(b) disqualifying a candidate or candidates;

(5) Before taking any action in accordance with the above paragraphs, the Returning Officer(s)

may take further steps to investigate the matter, and may seek legal advice.

(6) The election held under this scheme shall not be invalidated by reason solely of any non-

compliance with, or the non-delivery or loss of any document required under, this scheme,

if it appears to the Returning Officer that the election was conducted substantially in

accordance with this scheme, and that the result of such non-compliance, non-delivery or

loss did not affect the return of any candidate at the election.

(7) The decision of the Returning Officer in relation to any challenge to, or complaint or

information concerning, the election, shall be final.

Assembly Meeting 22

November 2023 23/11/ASB/08a - Open

1 | Page

Title

Proposal to close RPS Faculty service

Open, confidential or

restricted

Open

Authors

(include email/phone)

Position

Joseph Oakley

[email protected]

0207 572 2334

Associate Director: Assessment & Credentialing

Purpose of item

To approve the Education & Standards Committee’s

recommendation to close the RPS Faculty service

Item Summary

Strategic options appraisal and ESC recommendation

for the future of the RPS Faculty service.

Actions/decisions required

of Assembly

For decision

23/11/ASB/08a - Open

1. Background

• The previous Director of Education & Professional Development commissioned a

review of the RPS Faculty in 2019 chaired by an independent chair.

• The Faculty Review Task & Finish Group, the Faculty Review Wider Reference

Group, RPS national boards and other stakeholders developed a number of

recommendations.

• A summary of the recommendations from the 2019 review is below:

o The current Faculty service should be retained as a member benefit but

simplified in 2021.

o A new prospective assessment service to credential advanced pharmacy

practice in patient-facing roles should be introduced for patient-facing roles

during 2020. This service will recognise individuals as having the knowledge,

skills, behaviours and experience to be credentialed as “advanced

pharmacist-ready”. Alongside this we will be developing a credentialing

service for consultant pharmacists.

o All existing Faculty Members and Fellows post-nominals should remain valid

for as long as individuals are members of RPS. Maintenance fees should no

longer apply for membership renewals and Faculty Members and Fellows

should not have to resubmit a portfolio of evidence to maintain their post-

nominals.

o All recommendations were agreed by the RPS Assembly in November 2019.

• Consultant credentialing was launched in January 2020 in line with these

recommendations.

• Normal business activities were postponed from March 2020 owing to the covid

pandemic.

• The RPS post-registration foundation curriculum was then prioritised for development

through the latter half of 2020 following the announcement of the IET reforms.

• The RPS Core Advanced curriculum was sequentially developed, in line with the

RPS Faculty review recommendations, through mid 2021 – 2022. Development of

the supporting assessment and credentialing process and infrastructure was delayed

following the RPS executive restructure and subsequently developed through the first

half of 2023. The first cohorts of RPS core advanced credentialing assessments were

delivered in August 2023, realising the main recommendation of the Faculty review.

• The review and simplification of the Faculty service has been consistently

deprioritised over the past three years in light of competing priorities and finite

resources. This has meant the legacy Faculty processes have continued. To date,

464 individuals have completed a Faculty assessment; a more detailed breakdown is

provided in Appendix 1.

2. Motivations for change

• Implementing the Faculty review recommendation to retain but simplify the RPS Faculty

is now significantly overdue.

23/11/ASB/08a - Open

3 | Page

• A small number of members who have undertaken Faculty and/or who have live Faculty

portfolios under development continue to seek clarity about the future of Faculty.

• Numbers of members undertaking Faculty are extremely low (< 5 candidates per year)

and are now drawn almost exclusively from industry and academic colleagues with more

patient-focussed colleagues migrating to credentialing.

• Anecdotally, candidates based in patient-focussed roles are submitting for Faculty to

gain the automatic APCL exemptions for credentialing; this is an inefficient and costly

workaround which has been perceived by others as a loophole.

• The technology platforms on which the Faculty e-portfolio is built is based on aging code

with which no existing staff at the RPS is familiar. There have been issues with maintain

the service following migration to the new organisational CRM (Salesforce). To maintain

the service, it will need investment in the short term to be redeveloped.

• The assessment processes and supportive Faculty materials are now outdated and not

aligned to the newer RPS assessment principles and quality framework. They require

updating and renewal to align them to current best practice.

• Delivering assessments is becoming more challenging with a dwindling pool of

assessors and no active recruitment or assessor retraining.

• Maintaining the Faculty process in its current form has both a financial and opportunity

cost.

o Technology costs for maintaining, hosting and supporting the RPS Faculty

portfolio solution (developed in 2017) = c54k a year

o Staffing resource dedicated to delivering Faculty, responding to queries and

managing technology issues = 24 x £250 per day = 6k

o Total = c60k+ per year

3. Options appraisals considered by the ESC

Benefits

Risks

Option 1 – Do nothing

• No impact on current or legacy

Faculty members

• Limited internal resource

required

• Inclusive and allows continued

recognition of members working

outside of patient-focussed roles

• Continued uncertainty for

members on future of Faculty

• Continued maintenance cost of

£60k+ a year for limited ROI

• Significant risk of reputational

damage from outdated

assessment process and

potential operational failure

Option 2 – Retain full legacy

Faculty, invest to update

• No impact on current or legacy

Faculty members

• Clarity for members.

• Inclusive and allows continued

recognition of members working

outside of patient-focussed roles

• Would require significant

investment (£100k+) at a time

with competing, higher priority,

areas for strategic investment.

This would not be possible until

at least 2025 as it is not

budgeted for 2024.

• Limited internal resource to

deliver project.

• Unlikely to achieve ROI as

candidate numbers unlikely to

reach levels required to recoup

any development costs.

Option 3 – Simplify Faculty as

per review recommendations

(with potential alignment to RPS

Fellowship), invest to update

• Maintains an inclusive, but more

proportionate, approach for

recognising members across the

spectrum of pharmacy practice.

• Would still require significant

investment against other

competing strategic priorities.

23/11/ASB/08a - Open

4 | Page

• Provides opportunity to create

synergies with RPS Fellowship,

potentially through a portfolio

route to Fellowship (common in

other similar organisations).

• Integration with RPS Fellowship

may not be accepted by the RPS

Panel of Fellows and the existing

fellowship.

• May require changes to RPS

regulations.

Option 4 – Close Faculty in

2025, with 12-month lead in

• Increases staffing capacity and

decreases costs.

• Provides a transitionary period,

giving members time to complete

Faculty or migrate to the

credentialing pathways.

• May alienate current Faculty

fellows, some of whom may be

long-standing supporters of the

Society.

• Removes recognition route for

members not practising in

patient-focussed roles (and

therefore are not able to meet the

clinical outcomes of the

credentialing criteria)

• Requires continued investment of

£60k+ for 2024 as the process is

mothballed.

Option 5 – Close Faculty

immediately

• Increases staffing capacity and

decreases costs.

• May alienate current Faculty

fellows, some of whom may be

long-standing supporters of the

Society.

• May upset current Faculty

portfolio owners who will have

little notice of the deletion of their

data.

• Removes recognition route for

members not practising in

patient-focussed roles (and

therefore are not able to meet the

clinical outcomes of the

credentialing criteria)

4. Discussion held at ESC meeting on 18

September and decision reached by

Committee

What do ESC members believe the strategic future of the RPS Faculty should be?

ESC members commented:

• It is the clear from the paper that Faculty is not sustainable from a business or

financial perspective so it would be right to close the programme, especially if we are

only putting through single figure candidate numbers each year.

• Faculty is not a pharmacist’s first choice for assurance in industry and academic

roles; alternatives exist with greater professional currency.

• Faculty provided a route for community pharmacists to be recognised and and there

will be a risk once it is closed once this pathway is closed as advanced and

consultant credentialing will be challenging for community pharmacists to engage

with. This could ultimately have further implications on membership numbers from

the community sector. However, the number of community pharmacists engaging

with Faculty over the past three years has been extremely low. In addition, post-

registration foundation and advanced credentialing provides an opportunity to create

value for community pharmacists, especially as community pharmacy services

continue to develop and following 2026 whenpharmacists qualify as prescribers.

23/11/ASB/08a - Open

5 | Page

• There needs to be a better model than Faculty for engaging and recognsiing the

whole profession, as continuing to spend £60,000 a year of members’ money on this

isn’t a viable option.

• Members noted the importance of a clear communication strategy to support this

decision. Members were very keen to mitigate potential controversy and upset within

the profession especially those who practise in a non-patient focussed or technical

role. It is important those members still feel valued.

• Members with a live Faculty portfolio must be prioritised in terms of communication

so they understand the timelines for final submission prior to closure.

RPS confirmed that:

• Any individual who has completed Faculty will retain their Faculty status and post-

nominals ad infinitum.

• Candidates will be able to get a digital copy of their portfolio to be able to use for

other credentialing activities by downloading evidence and reuploading to their

credentialing portfolio

When the decision has been finalised there will be a clear communication plan sent

out to those pending regarding closure times so that they can plan to submit in H1

2024. The plan would be to close Faculty permanently from June 2024 in line with

recommendation 5

Committee Recommendation to Assembly

After the Committee agreed to option 5 (close Faculty immediately), this

recommendation will be taken to the November Assembly. If approved by Assembly,

the RPS A&C team will take the necessary next steps to implement this

recommendation and close Faculty by June 2024.

Assembly Action

Assembly members are asked to approve the recommendation of the Committee that

Faculty be closed and to allow the team to commence implementation of this decision.

23/11/ASB/08a - Open

6 | Page

Appendix 1

Faculty membership by Faculty stages

Total

Advanced Stage I

12.5%

Advanced Stage II

209

45.2%

Mastery

195

42.2%

Faculty membership by gender

Total

337

72.5%

127

27.4%

Faculty membership by gender and Faculty stages

Advanced

Stage I

% of

total

% of

gender

Advanced

Stage II

% of

total

% of

gender

Mastery

% of

total

% of

gender

11%

170

36.8%

50.7%

128

27.7%

38.2%

4.5%

16.5%

8.4%

30.7 %

14.5%

52.7%

Faculty membership by sector

Total

Academia/Education

14.3%

Community

11.5%

Government

2.6%

GP Surgery

4.1%

Hospital

200

43.4%

Industry

3.8%

Media/Publishing

0.7%

Primary Care

10.0%

Other

9.8%

Faculty membership by country

Total

England

331

71.2%

Scotland

11.9%

Wales

10.6%

Overseas

6.3%

Assembly Meeting 22

November 2023 – Open

Confidential Business (for information only)

10. Minutes of the Confidential Business of the Assembly meeting 11

/12

July 2023

11. Matters arising from the Confidential Business minutes not specifically included in

the agenda

12. Chairs’ and Officers’ Group

13. CEO Update

14. Finance and Corporate Services

a) Business Information Pack

b) Finance & Investment Committee

c) Audit and Risk Committee

d) Risk Register

e) RPSGB Pensions Scheme

15. 2024 Budget

16. Current Activity

a) PhP

b) Member Experience

17. Any Other Business – Confidential items